Human Resource Information System: A study on Telecommunication Industry of Bangladesh

M

Leading University, Sylhet

2016

Human Resource Information System:

A study on Telecommunication Industry of Bangladesh

Masum Hussain

Leading University, SylhetLeading University, SylhetLeading University, SylhetLeading University, Sylhet

Human Resource Information System: A study on Telecommunication Industry of Bangladesh

A Project report on

Human Resource Information System:

A study on Telecommunication Industry of Bangladesh

Course title: Project

Course code: BUS-699

Submitted to

Department of Business Administration


Supervised by

Mr. Md. Mahbubur RahMr. Md. Mahbubur RahMr. Md. Mahbubur RahMr. Md. Mahbubur Rahaaaamanmanmanman

Assistant Professor (MIS) Department of Business Administration


Prepared by

Masum HussainMasum HussainMasum HussainMasum Hussain

ID: 1611017021 Program MBA (38th Batch)

Major: Human Resource Management Department of Business Administration


Date of Submission: 15 December, 2016


Letter of Transmittal 15 December, 2016

Mr. Md. Mahbubur Rahaman

Assistant Professor (MIS)



Subject: Submission of Project Report.

Dear Sir,

With best regard, I am submitting my Project Report on “Human Resource Information

System: A study on Telecommunication Industry of Bangladesh” that you have assigned to

me as an important requisite of MBA program. I have tried my level best to prepare an effective,

informative and creditable report. I hope my contribution will be best evaluated on your sharp

scale of acceptance and analytical remarks.

I would like to express my gratitude for your supportive thoughts and kind consideration in

making this report. At each stage, I have given my best efforts in preparing this report. There is

no doubt that this experience enriches my knowledge in a greater degree. I hope you will find the

report worthy enough. I welcome all your queries and take pride to answer them.

Thanking You

Sincerely yours,

Masum Hussain

ID: 1611017021 Program MBA (38th Batch) Major: Human Resource Management Department of Business Administration Leading University, Sylhet


Letter of Acceptance

I am pleased to declare that, Masum Hussain, bearing ID No: 1611017021, Department of

Business Administration, Leading University, Sylhet, has been given with the project topic titled

“Human Resource Information System: A study on Telecommunication Industry of

Bangladesh” for researching and writing a project report on the subject. His work is quite

satisfactory and I am glad to affirm that the entire report work has been conducted under my

direct and active supervision.

Now I am convinced to permit him to defend the same before the respective panel of judges.

I also hope that the project report is an original one and has not been submitted elsewhere

previously for publication in any form. He is sincere, honest and hard working. I hope that this

report work will contribute to his career.

I wish him all the success in life.

Mr. Md. Mahbubur Rahaman

Assistant Professor (MIS)




Acknowledgement

Though the project report has to be done individually in a sense of completion of the

credit hours but it is quite impossible to do alone without the sincere and utmost cooperation of

some individuals. It is a very great and unique pleasure to me that I have got a chance to thank

some individuals for their help and encouragement to make the internship successful.

At first I would like to express my gratitude to almighty Allah for creating us in such a

beautiful country like Bangladesh with good health and tenacity of mind to complete the

requirements for the degree. For the mercy of Him, I have got such courage to start this project

report “Human Resource Information System: A study on Telecommunication Industry of

Bangladesh”. I am also grateful to my parents and family members for supporting me and

providing me with the basic necessities of my life since my birth.

With due respect, I would like to thank to the Dean and Head of the Department, Prof.

Md. Nazrul Islam for giving me the opportunity to study in this subject. I would like to express

gratitude to the librarian of Leading University for all his help that I have received.

I extend my most sincere gratitude to my academic supervisor Mr. Md. Mahbubur

Rahaman, Assistant Professor (MIS), Department of Business Administration. I am deeply

indebted to his whole hearted supervision to me during the preparation of project report. His

valuable suggestions & guideline helped me a lot to prepare the report in a well-organized

manner.

Besides, I am also grateful to the researchers, writers whose books, articles, thesis papers,

and journals that helped me to prepare my project report successfully.

At last but not the least, without the help of my friends, classmates and senior brothers

and sisters it was quite impossible for me to prepare such kind of report. They gave me necessary

information about this topic which was unknown to me. So, I would like to give thanks to all of

them.


Executive Summary

In today’s organizations Human Resource is considered as one of the key resources of business organizations. The transaction processing layer of information system (IS) in human resource function deals with routine activities like attendance recording and payroll calculations. The operational level activities also include maintaining the employee records which is used as a basis for strategic layers. With the growing importance of human resource management and increasing size of the organizations, maintenance of employee related data and generating appropriate reports are the crucial aspects of any organization. The Human Resource Information System (HRIS) is a collection of men, tools, procedures and software to perform various business tasks at various levels in the organization. Many organizations have separate MIS departments which are involved in maintaining records, performing transactions, report generations and consolidation of the important information which will be supplied to the various levels of the management. MIS has three basic levels: operational, middle management and top management where the information is passed from bottom to top. This report is an attempt to design an information system for Bangladesh telecommunication industry, which involves attendance capturing & recording system which will be used in monitoring the staff, control over the irregularities and reporting to the top management and show how it is useful in decision making. This paper is an attempt to highlights the role of information systems in Human Resource Management and show how it helps in taking management decisions related to management function especially for the top management.

Today, the world has undergone massive changes: the Internet bubble has come and

gone, and emerging countries such as China and India have become prominent global users and providers of ICT equipment and services. Struggling to emerge from the financial crisis, developed economies are striving to return to higher levels of growth and competitiveness while fighting stubbornly high unemployment rates, especially among their youth. Both emerging and developed economies are focusing on innovation, competing globally for talent, resources, and market shares. Information flows and networks have spread across borders in ways that could not be imagined before the onset of the Internet, the global adoption of mobile telephony and social networks, and the rapid growth of broadband. Business models have been redefined, the workplace has been redesigned, small start-ups have evolved into large companies, and entire functions of society (education, health, security, privacy) are being rethought. Apart from these HRIS has various advantages and the most crucial is the employee retention as employees as themselves crucial for the organizations; it is also ratified by all that an HRIS blunt the edge of staff attrition by providing HR officers with the information they need. Human resource planning (HRP) is generally overlooked in most organizations as the importance of HRP is not acknowledged everywhere. HRP as the process of forecasting the demand and supply human resource and recruiting the correct number of employees, with right skills (as per the job) as per the need of the organization.


Table of contents

Subjects pages

Letter of Transmittal

Letter of Acceptance

Acknowledgement

Executive Summary

Chapter one (Introduction) ...............................................................(01-06)

1. Foreword ............................................................................................................ 02

2. Background of the study .................................................................................... 03

3. Statement of the Problem ................................................................................... 03

4. Objectives of the study ...................................................................................... 03

a. Broad objective ...................................................................................... 03

b. Specific objectives ................................................................................. 03

5. Methodology of the study .................................................................................. 04

a. Research design ..................................................................................... 04

b. Data Collection method ......................................................................... 04

c. Sampling technique ............................................................................... 05

6. Scope of the study ............................................................................................. 05

7. Limitations of the study ..................................................................................... 06

Chapter two (An overview of Telecommunication industry) ........ (07-19)

1. History of Telecommunication ......................................................................... 08 2. Milestones of telecom sector in Bangladesh .................................................... 08 3. Mobile phone operators .................................................................................... 09

a. Grameenphone ..................................................................................... 10 b. Banglalink ............................................................................................ 12 c. Robi ...................................................................................................... 14 d. Citycell ................................................................................................. 15 e. Airtel ................................................................................................... 17 f. Teletalk ................................................................................................ 18


Chapter three (Theoretical Framework of HRIS) ................................... (20-35)

1. Introduction .................................................................................................... 21

2. Definition of Terms ........................................................................................ 21

3. Why HRIS is important? ................................................................................. 22

4. Views of Human Resource Information Systems ........................................... 22

5. Evaluation and development of HRIS ............................................................ 23

6. Components of HRIS ...................................................................................... 24

7. Users of HRIS applications ............................................................................. 24

8. Functions of HRIS .......................................................................................... 25

9. Modules of HRIS ............................................................................................ 26

10. Roles of HRIS in companies .............................................................................. 27

11. Benefits of HRIS in companies .......................................................................... 27

12. Security of HRIS ................................................................................................ 28

13. Barriers to HRIS Implementation ...................................................................... 28

14. Administrative and strategic implementations of HRIS .................................... 29

15. HRM processes .................................................................................................. 29

16. Compensations ................................................................................................... 32

17. Reward ............................................................................................................... 33

18. Types of rewards ................................................................................................ 33

19. Motivational facts on Telecommunication industry ........................................... 34

Chapter Four (HRIS of Telecommunication industry) .......................... (36-43)

1. Employment operations and its activities ....................................................... 37

2. Key employment operations performing in telecommunication industry ...... 37

a. On boarding formalities ...................................................................... 37

b. Induction and orientation .................................................................... 37

c. HRIS Management .............................................................................. 37

d. Employment clarifications .................................................................. 38

e. Personnel database management ....................................................... 38


f. HR Policy and implementation ........................................................ 38

g. Exit formalities ................................................................................ 38

h. Disciplinary issue management ....................................................... 38

i. Other HR operations process ............................................................ 39

3. Brief description of other HR activities ....................................................... 39

4. Performance analysis by Porter’s five forces model .................................... 41

a. Threat of Rivalry ............................................................................... 41

b. Threat of New Entrants ..................................................................... 41

c. Threat of Substitute Products ............................................................ 42

d. Bargaining Power of Buyers ............................................................ 42

e. Bargaining Power of Suppliers ........................................................ 42

5. Challenges of telecommunication industry in Bangladesh ........................... 43

Chapter Five (Data Analysis and Findings) ................................ (44-63)

Chapter Six (Recommendations and Conclusion) ...................... (65-67)

Appendix

1. Bibliography

2. Questionnaire

3. Terms and acronyms


Page 1

Chapter OneChapter OneChapter OneChapter One

(Introduction)(Introduction)(Introduction)(Introduction)

1. Foreword 2. Background of the study 3. Statement of the Problem 4. Objectives of the study

a. Broad objective b. Specific objectives

5. Methodology of the study a. Research design b. Data collection method c. Sampling technique

6. Scope of the study 7. Limitations of the study


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Foreword Establishing and monitoring internal controls over human resource (HR) information are

important management functions. Internal control is fundamental to addressing risks to the completeness and accuracy of information and thus to providing assurance over the reliability of HR information, its compliance with applicable laws and regulations and the effectiveness and efficiency of operations. Increasingly, entities are utilizing Human Resource Information Systems (HRIS) to assist in managing their workforce and in meeting their employer obligations. The effective discharge of these responsibilities is necessary to support the development and implementation of government programs and activities. However, the integration of technology to support managing a modern workforce can introduce a range of information management risks. With this in mind, the report emphasizes the important role of both system and manual controls in maintaining the integrity and confidentiality of HR information.

The introduction of Information and Communication Technology (ICT) has transpired a

radical change in our way of living. And the two main driving forces are mobile phone and Internet which have provided both well-being and comfort. It has also simplified both right to information and communication. Above all keeping pace with the use, speed and penetration of phone, mobile phone and Internet, the income, standard of living, employment and the economic and social development of the country are improving. Telecommunication technology also is an integral part of implementing the dream of ‘Digital Bangladesh’.

The study provides an overview of significant risks and controls that are relevant to key

HR functions, with particular focus within each chapter on managing risks through implementation of better practice principles. The report identifies better practice system controls, and describes manual or process controls that are relevant to support or strengthen the implementation of system controls. Implementation of controls should have due regard to the cost benefit involved. Equally, reducing controls for cost-saving reasons should be carefully managed as the operating risk profile may be increased.

Bangladesh Telecommunication Regulatory Commission (BTRC) is working relentlessly, having realized the outstanding impact and importance of telecommunication and information technology. It is continuously adopting appropriate policy and program. The organization is working to deliver standard and high speed Internet including modern telecommunication services to general public. The nature, trends and outlook of the organization have been represented in this report. Due to the relentless effort of BTRC, 99% of the country’s population and 97% of the geographical area have come under coverage of the mobile phone network. This is a significant direct contribution to the economic development of the country. The passive impact is immeasurable. BTRC vows to provide standard, reliable and cost effective telecommunication services.


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Background of the study As a requirement of the completion of the post-graduation of Business Administration

degree under direct supervision of my project report supervisor Mr. Md. Mahbubur Rahaman. HRIS provide the idea that how does the HR of Telecommunication industry of Bangladesh conducting the recruitment, selection, training, retention, compensation career development etc for the organization’s further development and enrichment. There will be details of working methods and procedure in this report. During this preparation of this report I had the opportunity to contact with many people who are involved with this industry. This report is a formal documentation of this experience. Statement of the problem

While human resources are undoubtedly one of the key driving factors of an organization, procurement and proper utilization are one of the most studied areas; doubts may arise on the effectiveness of human resources. While lack of it causes dysfunction, its inefficiency does not result in lasting sustainability of the organization. The effects of HRIS on employee’s performance depend on proper utilization of the system. Many companies go through a process of comparing and evaluating several HRIS packages using a team of analysts or managers from the various departments affected HR, Payroll, Benefits, Employee Relations, Training and so on. As this team prepares its evaluation criteria and reviews HRIS features, much is learned about the goals and values of the various departments. There are three primary activities in an HRIS implementation configuring the HRIS for the firm‘s business processes and policies, interfacing data with other systems and converting historical data into the HRIS, and preparing the organization for the new HRIS. An HRIS comes with built-in processes for most HR activities, but firms will need to customize the system to process according to their specific needs. Studies have also shown that human resource practices using information system and the methods of administration affect employee’s performance. Objectives of the study

a. Broad objective The main objective of the study is to gather knowledge about Human Resource

Information System.

b. Specific objectives � The meaning and definition of HRIS � The importance of HRIS � Data and information needs for HR manager � Sources of data � Conceptual structure and mechanics of data � Describe the historical development of HRIS. � Describe concepts related to an HRIS integration project. � Benefits of using HRIS


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� Procedures to use HRIS � Effects on employee’s performance � Possible problems that may arise and how we can solve these problems. � Apply techniques to an HRIS integration process. � Understand the business decisions that can be used with HRIS. � Describe global issues such as laws and cultures that affect HRIS. � Refine skills of analysis, synthesis and communication concerning issues and ideas

related to HRIS. Methodology of the study Research design

The research is based on explanatory in terms of research type which has its primary objective the provision of insights into and comprehension of the problem situation confronting the researcher. This research process is flexible and unstructured. By doing explanatory research it will be helpful to study about Human Resource Information System of the Telecommunication industry of Bangladesh and its implementation on their operational activities. Data Collection Method:

The objectivity of any study depends largely on how methodologically it is done. For the purpose of this report I have used both qualitative and quantitative information to give it a clear judgment opportunity.

a) Primary sources: This report has prepared through the use of primary data. It is collected from a group of people who are involved with this industry. The following methods are used in collecting data. These are:

i. Online questionnaire to reduce time and efforts of the employee’s ii. Observation iii. Frequent conversation with the officers of telecommunication service providers

(Grameenphone, Banglalink, Airtel, Robi, Teletalk, Citycell)

b) Secondary sources: i. Annual report of BTRC 2014-2015 ii. Annual report of Grameenphone, 2015 iii. Annual report of Banglalink, 2015 iv. Annual report of Airtel, 2015 v. Annual report of Robi, 2015 vi. Annual report of Teletalk, 2015 vii. Annual report of Citycell, 2015 viii. Related websites of HRIS ix. Different publications of BTRC x. Some national & international journals about HRIS


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Sampling technique a) Elements: Branch Manager, Executives and Officers of existing telecommunication

service providers (Grameenphone, Banglalink, Airtel, Robi, Teletalk, Citycell) a) Sampling size: Sample size of this study is 50 officers including branch manager,

executives and officers of telecommunication service providers (Grameenphone, Banglalink, Airtel, Robi, Teletalk, Citycell)

b) Sampling method: I have taken Convenience sampling method. Convenience sampling means- A nonprobability sampling technique that attempts to obtain a sample of convenient elements. The selection of sampling units is left primarily to the interviewer. It can be used where the respondents and the interviewees are considered on my convenience and priority.

c) Data collection period: The necessary data have been collected from 1st October to 03rd December, 2016. The study covers HRIS practices of Telecommunication industry of Bangladesh.

d) Techniques of analysis: The data have been tabulated and analyzed with the help of MS Excel.

e) Data Presentation: I have used graph, pie chart, bar diagram, and tableto analyze the data.

f) Data collection area: Data have been collected from telecommunication service providers (Grameenphone, Banglalink, Airtel, Robi, Teletalk, Citycell)

Scope of the study

As the topic of my report is about Human Resource Information System: A study on Telecommunication Industry of Bangladesh that is why the scope is mostly limited to existing telecommunication service providers (Grameenphone, Banglalink, Airtel, Robi, Teletalk, Citycell). For this purpose I have visited most of the customer centres of telecommunication service providers situated in Sylhet. People in any organization are those assets which are integral part for the growth and development of any organization. Therefore, constant training and development program along with some attractive compensation and benefits is no doubt a great facilitation for them. Following that, identifying the reasons behind the existence of unsatisfied workforce and managing them accordingly is the main challenge for HR. This report describes the acquisition, management, development and improvement of the workforce of Telecommunication industry of Bangladesh and how they are the most efficient and effective department to utilize and sustain their talented human resources with the help of HRIS. But it was not possible to learn all job activities within a short period of time.


Page 6

Limitations of the study For the purpose of acquiring data for the study I faced some constraints that are listed below: i. Because of time and cost constraints, covering the entire HRIS practices of the

Telecommunication industry was a difficult task within the time allowed for the study. ii. Another limitation of this study is the Telecommunication industry’s policy of not

disclosing some data and information, which would have been very much useful for the report. In many cases, updated information was not published or available.

iii. Preparing a formal document like a project report requires some prior experience in this field. I have tried my level best to reduce the distortion or biasness of information that I have used in this study.

iv. The personnel of the customer centres are usually busy with their daily activities and routine tasks; therefore interacting with them during their office hours is difficult sometimes.


Page 7

Chapter TwoChapter TwoChapter TwoChapter Two

(An overview of Telecommunication (An overview of Telecommunication (An overview of Telecommunication (An overview of Telecommunication IIIIndustry)ndustry)ndustry)ndustry)

1. History of Telecommunication 2. Milestones of telecom sector in Bangladesh 3. Mobile phone operators

a) Grameenphone b) Banglalink c) Robi d) Citycell e) Airtel f) Teletalk


Page 8

History of Telecommunication “Watson, come here: I want you.” This was the first message ever transmitted from one place to another, through a device called telephone. American genius, Alexander Graham Bell (1847-1922) along with his assistant Thomas Watson invented the device. It was March 10, 1876, an important day for human civilization, the first step towards developing means of communication. We’ve come a long way since then. Today, telephone is a part of our everyday life. Nowadays, the phone is not only used for making calls, among many other functions it’s used for communicating through text-messages and so called multi-media messages, as well as to connect us to the internet. The liberalization of Bangladesh’s telecommunications sector began with small steps in 1989 with the issuance of a license to a private operator for the provision of inter alia cellular mobile services to compete with the previous monopoly provider of telecommunications services the Bangladesh Telegraph and Telephone Board (BTTB). Significant changes in the number of fixed and mobile services deployed in Bangladesh occurred in the late 1990s and the numbers of services in operation have subsequently grown exponentially in the past five years. The incentives both from government and public sectors have helped to grow this sector. It is now one of the biggest sectors of Bangladesh. As a populous country, its huge market has attracted many foreign investors to invest in this sector. The telecom sector in Bangladesh is rapidly emerging. Bangladesh Telecommunication Regulatory Commission (BTRC) is the regulatory authority for this sector, overseeing licensing, policy etc.

Milestones of telecom sector in Bangladesh Landmarks in the history of telecom industry in Bangladesh are as follows.

� 1853: Telegraph branch under Posts and Telegraph Department, British India. � 1971: Reconstructed as Bangladesh Telegraph and Telephone Department under

Ministry of Posts and Telecommunications. � 1975: Reconstructed as Telegraph and Telephone Board. � 1979: Reconstructed as Bangladesh Telegraph and Telephone Board (BTTB) with right

to issue license for telecom and wireless services. � 1981: Digital Telex Exchange in Bangladesh. � 1983: Automatic Digital ITX started in Dhaka. � 1985: Coinbox Telephone service introduced in Bangladesh by BTTB. � 1989: GENTEX Telegraph messaging service introduced in Bangladesh. � 1989: Bangladesh Rural Telecom Authority got license to operate exchanges in 200

upazilla. � 1989: Sheba Telecom got license to operate exchange is 199 upazilla. � 1989: Cellular mobile phone Company Pacific Bangladesh Telephone Limited and

Bangladesh Telecom got license. � 1995: Card Telephone service introduced in Bangladesh by BTTB and TSS.


Page 9

� 1995: Regulatory power of BTTB transferred to Ministry (MoPT). � 1995: 2nd and 3rd ITX installed in Dhaka. � 1996: GrameenPhone got cellular mobile Telephone license. � 1996: Telecom Malaysia International Bangladesh got cellular mobile license. � 1998: Telecom Policy. � 2000: Global Telecom Service (GTS) Telex Exchange venture with British Teleco. � 2001: Telecommunication Act, to establish Bangladesh Telecommunication

Regulatory Commission (BTRC). � 2002: ICT Policy. � 2004: Teletalk cellular mobile launched. � 2005: Egypt-based Orascom acquired Sheba Telecom. � 2006: NGN introduced in BTTB. � 2008: BTTB converted into Bangladesh Telecommunications Company Limited

(BTCL) with 100% shares owned by Government. � 2008: Japanese NTT DoCoMo bought 30 percent stake in Aktel. � 2009: Bharti Airtel acquired 70 percent stake in Warid Telecom. � 2009: Internet Protocol Telephony Service Provider (IPTSP) Operators launched.

Mobile phone operators

Company name Brand name Subscribers (January 2016) 1. Grameenphone Ltd Grameenphone 56.204 million 2. Sheba Telecom Ltd Banglalink 32.368 million 3. Axiata Bangladesh Ltd Robi 27.795 million 4. Airtel Bangladesh Ltd Airtel 10.510 million 5. Pacific Bangladesh Telephone Ltd Citycell 00.867 million 6. Teletalk Bangladesh Ltd Teletalk 04.211 million

Total 131.956 million Source: Bangladesh Telecommunication Regulatory Commission (BTRC)


Page 10

Type Limited

Industry Mobile Telecommunication

Founded 1997

Headquarters GPHOUSE, Basundhara, Baridhara, Dhaka-1229. Bangladesh

Key people Tore Johnsen, CEO

Products Telephony, EDGE, GSM

Revenue 104,754 Million BDT (2015)

Net income after tax 19,707 Million BDT (2015)

Parent Telenor 55.8%, Grameen Telecom 34.2% & Public 10%

Website www.grameenphone.com

Grameenphone widely known as GP is the leading telecommunications service provider in Bangladesh. With more than 56.20 million subscribers (as of January 2016), Grameenphone is the largest cellular operator in the country. It is a joint venture enterprise between Telenor and Grameen Telecom Corporation, a non-profit sister concern of the internationally acclaimed microfinance organization and community development bank Grameen Bank. Telenor, the largest telecommunications company in Norway, owns 55.8% shares of Grameenphone, Grameen Telecom owns 34.2% and the remaining 10% is publicly held. Grameenphone was the first company to introduce GSM technology in Bangladesh. It also established the first 24-hour Call Center to support its subscribers. With the slogan Stay Close, stated goal of Grameenphone is to provide affordable telephony to the entire population of Bangladesh.

Products offered: Grameenphone offering the following products in Bangladesh. • Mobile Telephone: Grameenphone was the first operator to introduce the pre-paid mobile

phone service in Bangladesh in September 1999. It offers the pre-paid subscription under the name Easy Prepaid which is currently called “smile prepaid” . Besides smile, Grameenphone also offers a youth based mobile to mobile connectivity within Bangladesh named djuice’. Grameenphone also offers postpaid mobile service. Xplore Postpaid is the name of its post paid service.


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Other Services � Internet: Grameenphone provides internet service in its coverage area. As it has

EDGE/GPRS enabled network, any subscriber can access to internet through this network. Grameenphone was the first mobile operator in Bangladesh to offer EDGE services to its subscribers.

� BillPay: A service to enable users to pay their utility bills Electricity/Gas through mobile.

� CellBazaar: Services to enable user’s sells or buy products through mobile or internet. � Various other services like Stock Information, Instant Messaging, SMS Based

Alerts/Services, Voice-based Services, Downloads, Music, Cricket updates, Web SMS, and Mobile Backup etc.

Other Activities

� Village phone � Grameenphone Centers � Community Information Centre

Awards 1. Grameenphone received the GSM in the Community Award at the global GSM Congress

held in Cannes, France in February 2000 for its Village Phone initiative. 2. In 2002, Grameenphone was adjudged the Best Joint Venture Enterprise of the Year at the

Bangladesh Business Awards. 3. Grameenphone was presented with the GSM Association’s Global Mobile Award for ‘Best

use of Mobile for Social and Economic Development’ under Bridging the digital divide category at the 3GSM World Congress held in Singapore, in October 2006, for its Community Information Center (CIC) project.

4. In the next year, 2007, Grameenphone was again presented with the same award for its `HealthLine Service’ at the 3GSM World Congress held in Barcelona, Spain, in February.

Human Resource Information System: A study on Telecomm

Sheba Telecom Ltd.: Branded as Banglalink:

Type Subsidiary

Industry Telecommunication

Founded November, 1996

Area served 64 Districts of Bangladesh.

Headquarters Tiger House, House # SW(H)04, Gulshan Avenue, Gulshan Model Town, Dhaka, Bangladesh.

Key people MD and CEO.

Products Telephony and GPRS.

Parent Orascom Telecom.

Website www.banglalinkgsm.com

Banglalink is the second largest cellular service provider in Bangladesh after Grameenphone. Banglalink has a subscriber base of 32.36 million (as of January 2016). It is a wholly owned subsidiary of Orascom Telecom. Banglalink had 1.03 million connections until December, 2005. The number of Banglalink users increased by 257 percent and stood at 3.64 million at the end of 2006, making it the fastest growing operator in the world of that year. Banglalink became the first company to provide free incoming calls from BTTB for both postpaid and prepaid connections. On August 20, 2008, Banglalink got past the landmark of 10 million subscriber base. Products offered 1. Prepaid packages Banglalink currently offers two prepaid plans. All the prepaid plans come in two phasesStandard (T&T incoming and outgoing with NWD and ISD) and M2M. All connections provide GPRS to subscribers. • desh, with the slogan Ek desh Ek Rate!

cheapest prepaid plans in the country by tariff. Users of desh can call any mobile operator at 0.45 taka (excluding VAT) during 12 AM to 5 PM. It also has three FnF numbers. desh was launched on September 14, 2006.


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Sheba Telecom Ltd.: Branded as Banglalink:

Telecommunication

November, 1996

64 Districts of Bangladesh.

Tiger House, House # SW(H)04, Gulshan Avenue, Gulshan Model Town, Dhaka, Bangladesh.

MD and CEO.

Telephony and GPRS.

Orascom Telecom.

www.banglalinkgsm.com

is the second largest cellular service provider in Bangladesh after Grameenphone. Banglalink has a subscriber base of 32.36 million (as of January 2016). It is a wholly owned

diary of Orascom Telecom. Banglalink had 1.03 million connections until December, 2005. The number of Banglalink users increased by 257 percent and stood at 3.64 million at the end of 2006, making it the fastest growing operator in the world of that year. Banglalink became the first company to provide free incoming calls from BTTB for both postpaid and prepaid connections. On August 20, 2008, Banglalink got past the landmark of 10

Banglalink currently offers two prepaid plans. All the prepaid plans come in two phasesStandard (T&T incoming and outgoing with NWD and ISD) and M2M. All connections

Ek desh Ek Rate! (means one country one rate!

cheapest prepaid plans in the country by tariff. Users of desh can call any mobile operator at 0.45 taka (excluding VAT) during 12 AM to 5 PM. It also has three FnF numbers. desh was launched on September 14, 2006.

unication Industry of Bangladesh

Tiger House, House # SW(H)04, Gulshan Avenue, Gulshan Model Town,

is the second largest cellular service provider in Bangladesh after Grameenphone. Banglalink has a subscriber base of 32.36 million (as of January 2016). It is a wholly owned

diary of Orascom Telecom. Banglalink had 1.03 million connections until December, 2005. The number of Banglalink users increased by 257 percent and stood at 3.64 million at the end of 2006, making it the fastest growing operator in the world of that year. In August, 2006, Banglalink became the first company to provide free incoming calls from BTTB for both postpaid and prepaid connections. On August 20, 2008, Banglalink got past the landmark of 10

Banglalink currently offers two prepaid plans. All the prepaid plans come in two phases—Standard (T&T incoming and outgoing with NWD and ISD) and M2M. All connections

country one rate!), is one of the cheapest prepaid plans in the country by tariff. Users of desh can call any mobile operator at 0.45 taka (excluding VAT) during 12 AM to 5 PM. It also has three FnF numbers. desh


Page 13

• desh rang is launched as a brand extension to enrich the brand of desh. Rang is a Bengali word which means color. It is introduced with the catch phrase—Rangiye Din Apnar Jeebon (means color your life.). This package is beneficial for customers who mainly make calls to their own network and are heavy SMS users. It offers four on-net FnF numbers, but no off-net FnF number.

Former Packages

� Regular prepaid was the first package Banglalink had to offer. It is currently unavailable in the market.

� Ladies, first!, with the slogan Shomporker Network (means network of relationships), was tailored for women. It was launched on September 3, 2005. It had introduced 1 second pulse for the first time in the prepaid market. It offered four FnF numbers. It is currently unavailable in the market.

� Be linked! Was launched on November 16, 2005. It was later taken over by desh package as all the networks can be linked! Customers were automatically migrated to desh.

2. Post-paid packages Currently there are three postpaid plans from Banglalink for its tail customers. These

packages are known as enterprise personal, which is a subset of much larger Banglalink enterprise. All packages come with T&T local, NWD, ISD and e-ISD connectivity.

3. Banglalink enterprise

Banglalink enterprise offers a wide range of products and services to suit the needs of the business community. Companies under the enterprise package are provided with a dedicated enterprise relationship manager who provides them with personalized customer care round the clock. Other benefits of enterprise include customized packages with attractive call charges and connection price, enterprise SMS broadcast, enterprise short code, international roaming, missed call alerts, free voice mail retrieval, fax and data service, call conferencing, special offer for family members and many more. It was first launched in December, 2006. The current packages are:

� enterprise corporate; targeted at the corporate segment � enterprise SME; targeted at the SME segment � enterprise personal

Prior to the launch of Banglalink enterprise, Banglalink served the business clientele through a similar platform named Banglalink professional.

Banglalink Customer Care

Banglalink delivers customer care using its call centers and customer care networks. Currently Banglalink provides customer care services to its clients through:


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� Banglalink sales & care centres � Banglalink points � Banglalink service points � Banglalink care lines

Axiata Bangladesh Ltd: Branded as Robi:

Type Joint Venture

Industry Mobile Telecommunication

Founded 1997

Area served All over Bangladesh

Headquarters Robi Corporate Office, 53 Gulshan South Avenue, Gulshan-1, Dhaka, Bangladesh

Key people Michael Kuehner (CEO), A K M Morshed (CTO), Pradeep Shiravastava (CMO), Mahtabuddin Ahmed (CFO), Matiul Islam Nowshad (CHRO).

Products Mobile Telephony, GPRS, EDGE, International Roaming

Parent Axiata Group Berhad (70%) and NTT DoCoMo (30%)

Website www.robi.com.bd

Robi Axiata Limited , DBA Robi (formerly known as Aktel ), is a joint venture between Axiata Group Berhad, Malaysia (70%) and NTT DoCoMo Inc, Japan (30%). Robi is the third largest mobile phone operator in Bangladesh with more than 27.79 million subscribers as of January 2016. Robi boasts of the widest international roaming service in the market, connecting over 500 operators across 207 countries. It is the first operator in the country to introduce GPRS. Robi uses GSM 900/1800 MHz standard and operates on allocated 12.8 MHz frequency spectrum. Products offered

Robi offers an array of different packages. In addition to offering the fundamental pre-paid and post-paid mobile services, it offers a wide range of value-added products and services


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such as, SMS, GPRS, EDGE, international roaming, SMS banking, Caller Ring Back Tone, MMS, Voice Greetings, Call Blocking on 4 August 2008, which give subscriber to control which call he or she receive or not and Bengali SMS. Customer Care Robi has 21 Customer Care Centers and 430 Robi Care Points in 64 districts all over the country. Robi has over 25,000 retail along with 100,000 voucher sales point all over Bangladesh.

Awards/ Achievements

� Robi Axiata Limited, the leading mobile phone operator of the nation, has received “Star News HR excellence awards for innovation in HR”.

� Leading mobile phone service provider Robi has been re-assessed and rewarded with ISO 9001:2008 certification.

� Robi has been conferred the prestigious Frost & Sullivan Asia Pacific ICT Award 2010 for “Emerging Market Service Provider of the Year”.

Pacific Bangladesh Telephone Ltd.: Branded as Citycell

Type Limited


Founded 1989

Headquarters 8th FloorPacificCenter, 14, Mohakhali C/A, Dhaka, Bangladesh

Key people Mehboob Chowdhury (CEO), David Lee (COO)

Products Telephony, CDMA

Revenue 891Million USD

Parent Pacific Motors Limited, Pacific Traders Limited, Pacific Industries Limited, Far East Telecom Limited, SingTel Asia Pacific, Investments Pte Ltd, SingTel Consultancy Pte Ltd, Singapore Telecom Paging Pte Ltd.

Website www.citycell.com


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Citycell (Pacific Bangladesh Telecom Limited) is the first mobile communications company of Bangladesh. It is the only CDMA network operator in the country. As of January 2016, Citycell’s total mobile subscriber base is 0.86 million. Citycell is currently owned by Singtel with 45% stake and the rest 55% owned by Pacific Group and Far East Telecom. By the end of 2007 Citycell had refurbished its old brand identity and introduced a new logo and corporate identity; the new logo is very reminiscent of the old logo. However the slogan has remained unchanged “because we care” Products Offered

Citycell offers prepaid, post-paid and fixed phone plans. Since Citycell operates in CDMA, RIM’sare usually sold with a phone mostly cheap Chinese set produced by ZTE, Huawei, Samsung, Motorola and Alcatel. Citycell currently has the cheapest phone connection tariff at 1399 taka.

Prepaid

The current only prepaid plan is branded as Citycell One. Citycell started offering prepaid plans from 2003. It was the first to offer a prepaid plan with BTTB connectivity in the same year. In 2005, it launched the Aalap Call Me plan- the first phone plan with negative tariff in the country. In this plan customers get credit added to their balance when they receive calls from other Citycell subscribers. In the same year, Citycell launched Aalap Super plan. Subscribers of this plan could make free calls to other Citycell subscribers during late night hours. This espoused numerous copycat products from its competitors. Later that year the national telecoms regulator ordered all phone companies to cease offering free call facility. In 2006, Citycell launched Hello 0123 plan. The name 0123 signified tariff of Tk 0 for calls to one Citycell number of the subscriber’s choice, Tk 1 for calls to two other Citycell numbers, Tk 2 for calls to all other Citycell numbers and Tk 3 for calls to all other networks. This plan was followed up with a string of other spinoff plans that continued into 2007. Post-paid

The post-paid plan is branded as Citycell One. The Postpaid subscribers enjoy 4 FnF numbers to other operators, 30 sec pulse applicable for all outgoing, Zoom Data service etc. in additional. Recently in Int. Trade fair 2009, Citycell Introduced a new postpaid service called VOICE-DATA plan with cheaper tariff voice call and sms on any operator and BTTB (NWD) and 0.25 Tk/minute voice call and sms on any Citycell Number.

Citycell Zoom

Citycell Zoom is a data plan where the customer receives an internet dongle to surf the web where ever the Citycell network is present. Customers have a choice of Citycell Zoom and Citycell Zoom Ultra. Zoom comes with a choice of prepaid or postpaid. Zoom comes with


either one of two models, Huawei EC321 or ZTE MG880+. Zoom Ultra uses better technology particularly it uses EV-DO technology.Zoom Ultra. Citycell Zoom along with Grameenphone’s versas the best in the portable internet service section in Bangladesh. Customer Care Centre There are 6 Customer care centers of Citycell in the country. One for each division and there are another 500 Customer care Points Airtel Bangla Ltd. Branded as Airtel

Type Private


Founded 2005

Headquarters House 34, Road 19/A, Banani, Dhaka 1213, Bangladesh

Key people Chris Tobit, CEO

Products Telephony, EDGE, GPRS,

Revenue US$ 2.58 billion,

Parent Bharti Airtel 70% and Warid Telecom 30%

Website www.bd.airtel.com

Airtel Bangladesh Ltd. is a GSMthe sixth mobile phone carrier to enter the Bangladesh market, and launched commercial operations on May 10, 2007. Warid Telecom International LLC, an Abu Dhabi based consortium, sold a majority 70% stake in the company to India’s Bharti Airtel Limited for US$300 million. Bharti Airtel Limited will take management control of the company and its board, and rebranded the company’s services under its own Airtel brand from 20 December 2010. The Bangladesh Telecommunication Regulatory Commission approved the deal on Jan 4, 2010. In January 2010, Bharti Airtel Limited, Asia’s leading integrated telecom services provider, acquired 70% stake in Warid Telecom, Bangladesh, a subsidiary of the UAEGroup.


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either one of two models, Huawei EC321 or ZTE MG880+. Zoom Ultra uses better technology DO technology. ZTE Ultra Modem AC2726 is the dongle given with

Zoom Ultra. Citycell Zoom along with Grameenphone’s version of this technology is regarded as the best in the portable internet service section in Bangladesh.

There are 6 Customer care centers of Citycell in the country. One for each division and there are another 500 Customer care Points scattered around the country.

Airtel Bangla Ltd. Branded as Airtel

Telecommunication

House 34, Road 19/A, Banani, Dhaka 1213, Bangladesh

Chris Tobit, CEO

Telephony, EDGE, GPRS, GSM

US$ 2.58 billion,

Bharti Airtel 70% and Warid Telecom 30%

www.bd.airtel.com

is a GSM-based cellular operator in Bangladesh. Airtel Bangladesh is phone carrier to enter the Bangladesh market, and launched commercial

operations on May 10, 2007. Warid Telecom International LLC, an Abu Dhabi based consortium, sold a majority 70% stake in the company to India’s Bharti Airtel Limited for

Bharti Airtel Limited will take management control of the company and its board, and rebranded the company’s services under its own Airtel brand from 20 December 2010. The Bangladesh Telecommunication Regulatory Commission approved the deal on Jan

In January 2010, Bharti Airtel Limited, Asia’s leading integrated telecom services provider, acquired 70% stake in Warid Telecom, Bangladesh, a subsidiary of the UAE


either one of two models, Huawei EC321 or ZTE MG880+. Zoom Ultra uses better technology ZTE Ultra Modem AC2726 is the dongle given with

ion of this technology is regarded

There are 6 Customer care centers of Citycell in the country. One for each division and there

based cellular operator in Bangladesh. Airtel Bangladesh is phone carrier to enter the Bangladesh market, and launched commercial

operations on May 10, 2007. Warid Telecom International LLC, an Abu Dhabi based consortium, sold a majority 70% stake in the company to India’s Bharti Airtel Limited for

Bharti Airtel Limited will take management control of the company and its board, and rebranded the company’s services under its own Airtel brand from 20 December 2010. The Bangladesh Telecommunication Regulatory Commission approved the deal on Jan

In January 2010, Bharti Airtel Limited, Asia’s leading integrated telecom services provider, acquired 70% stake in Warid Telecom, Bangladesh, a subsidiary of the UAE-based Abu Dhabi


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Products Offered Airtel provides both post-paid and pre-paid connection plans. The post-paid plan is

branded and marketed across the country under the name airtel Postpaid, which means leader or royalty. The pre-paid segment is branded and marketed as airtel Prepaid. The Airtel Prepaid category is divided into four segments:

� Adda � Golpo � Kotha � Foorti

Airtel Post-paid and Airtel Prepaid user enjoy various value added services (VAS), such as SMS, MMS, GPRS, 64K SIM, Dual SIM product, Corporate packages for product advertising via SMS, and a host of other features. However, International Roaming is available only to Warid post-paid users.

Customer care Centers

Airtel has ten customer care centers around the country, which is known as ‘airtel experience center (AEC), located at key locations. These centers are directly run by Airtel itself. Airtel has another 120 dealer outlet spread across Bangladesh, the largest chain of retail outlets in the country, which is further backed up by a chain of sub-dealers, affinity partners & distributors. Dealer outlets of airtel known as “airtel relationship Center (ARC)” SIM Cards, Scratch Cards and sometimes mobile sets are sold at these outlets. Bill collection for post paid users and Zem top up for pre-paid users can also be availed at the franchises. These franchises directly appoint dealers and sub-dealers in their designated areas.

Teletalk Bangladesh Ltd.: Branded as Teletalk:

Type Public company Limited

Industry Cellular Telecommunication Provider

Founded 2004

Headquarters House no: 41, Road no: 27, Block: A, Banani, Dhaka.

Products Telephony, EDGE, GSM

Website www.teletalk.com.bd


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Teletalk Bangladesh Limited brand name “Teletalk” is a GSM based state-owned mobile phone company in Bangladesh. TeleTalk started operating on 29 December 2004. It is a Public Limited Company of Bangladesh Government, the state-owned telephone operator. TeleTalk provide GPRS and EDGE internet connectivity and got the license from Government to start the 3G which is the latest cellular information service. Teletalk is the first operator in the country that gave BTTB (now BTCL) incoming facility to its subscribers. The mission statement of Tele Talk is “Desher Taka Deshey Rakhun” (“Keep your Money in your Country”). TeleTalk is the 6th largest mobile phone operator in Bangladesh with 4.211 million subscribers as up to January 2016.

Services

1. Prepaid packages � Shadheen � Standard � Shadheen � Shapla (1 Second pulse) � Bijoy (1 Second pulse) � Agami (Only for GPA 5 holders in SSC and HSC exam) � Ekush

2. Postpaid packages � Standard/ Rajanigandha � Shapla

3. Corporate service � Prepaid packages � Post-paid packages

4. Mobile internet service Achievements Teletalk is the only operator in Bangladesh (Owner: 100% Bangladesh Government) with 100% native technical and engineering human resource base.


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Chapter Chapter Chapter Chapter ThreeThreeThreeThree

(Theoretical Framework of HRIS)(Theoretical Framework of HRIS)(Theoretical Framework of HRIS)(Theoretical Framework of HRIS)

1. Introduction 2. Definition of Terms 3. Why HRIS is important? 4. Views of Human Resource Information Systems 5. Evaluation and development of HRIS 6. Components of HRIS 7. Users of HRIS applications 8. Functions of HRIS 9. Modules of HRIS

10. Roles of HRIS in companies 11. Benefits of HRIS in companies 12. Security of HRIS 13. Barriers to HRIS Implementation 14. Administrative and strategic implementations of HRIS 15. HRM processes 16. Compensations 17. Reward 18. Types of rewards 19. Motivational facts on Telecommunication industry


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Introduction In the ever-changing world in which we live, new technology is continually being

developed. This change requires organizational leaders to be cognizant of the different types of technology which could improve the organizational effectiveness. Human Resource Information Systems (HRIS) have drastically evolved since they were first introduced more than 50 years ago they have gone far beyond their original purposes of converting paper records into computerized databases. In modern times, HR/payroll systems are able to handle several of HR’s numerous functions. HR Software is now full of features and self-contained not just the data storage systems we once knew them as. The developed HRIS will help the organization to effectively store employee data more securely and accurately. Modern HRIS systems are now tools that HR Professionals can use on a daily-basis for several purposes. In the past, companies were used to tracking data on paper and spreadsheets. However, with technological advancements many companies have realized the need to implement more sophisticated computerized systems, like Human Resource Information Systems. By moving to HRIS, companies are able to keep more accurate and up-to-date records, allowing them to better prepare for future growth in their companies. In most situations, an HRIS will also lead to increases in efficiency when it comes to making decisions in HR. The decisions made should also increase in quality and as a result, the productivity of both employees and manages should increase and become more effective. Definition of terms Human Resource The resource that resides in the knowledge, skills, and motivation of people. Human resource is the least mobile of the four factors of production, and (under right conditions) it improves with age and experience, which no other resource can do. It is therefore regarded as the scarcest and most crucial productive resource that creates the largest and longest lasting advantage for an organization. Information System A combination of hardware, software, infrastructure and trained personnel organized to facilitate planning, control, coordination, and decision making in an organization. Telecommunication Industry It refers the sector within which information and communication technology is made up of all Telecommunications/Telephone companies and internet service providers and plays the crucial role in the evolution of mobile communications and the information society. Human Resource Information System It is basically an intersection of human resources and information technology through HR software. This allows HR activities and processes to occur electronically. For businesses big and


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small to take care of a number of activities, including those related to human resources, accounting, management, and payroll. A HRIS allows a company to plan its HR costs more effectively, as well as to manage them and control them without needing to allocate too many resources toward them. Why HRIS is important?

Almost all HR processes can be done by using HRIS on a daily basis which can crucial for the organization in several ways. For instance, as an implication of HRIS the automation of tasks and process reduce the use of resources (financial, material and human). Reduction of HR costs; less usage of paper as well as to assist managers in HR process are some of the examples of reduction of resource usages. HRIS facilitate an organization in their HR processes by increasing the efficiency and effectiveness and provides self-service HR (i.e. computer based training, online recruitment). In addition, HRIS produces data as a byproduct and has frontend web applications which can transfer part of HR data management to employees and line-managers. Thus, employees can enter and update data by themselves which create more accuracy of data and saves time and costs. Furthermore, HRIS not only helps the management and HR department but also assists the employees in several ways. HRIS is able to increase the overall decision making efficiency for the management of an organization. It helps the HR department to possess of single data base of all employees in the company with all necessary information and opportunities of different reports plus, HRIS eliminates the paper forms that are much slower and has a higher likelihood of errors caused by human factor. For the employees, HRIS provides the possibility of independent access to data, which often means working in one software window as well as keeps automatic tracking and reminder to business obligations and events. In some organizations it also lets the employees attend internal training courses via the web in order to develop their personal skills and knowledge. As a result, it encourages employees to make decisions and initiatives on the basis of information obtained in the HRIS system.

In a nutshell, HRIS is a computerized system that assists the process of information

related to human resource management and has become a key element to all organizations. Thus, the importance of HRIS can be seen all-around, such as operational assistance in collecting, storing and preparing data for reports, simplifying and accelerating the processes and controlling the available data, reducing labor costs for human resource departments, and providing timely and diverse information to the management of the organization, based on which it is possible to make quality strategic decisions related to human capital. Views of Human Resource Information Systems

There are basically two views of Human Resource Information Systems. These are: a) Traditional view of HRIS

HRIS is designed to supply information required for effective management of the organization i.e. for decision making relating to human resource. Human resource departments hold the record


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of the employees of the organization including personal history, skills and salary etc. The basic level of HRIS is used to help to manage employment relationships within the organization and employees. In previously Companies were used to tracking data on paper and spreadsheets and its take time to manage record properly and its time consuming too. Typical HRIS Record employee information, wage and salary data, review dates, benefits, education and training, attendance, performance data appraisal results etc.

b) Modern views HRIS

Leading management thinkers suggest that, it is not technology, but the art of human and human management.” That is the continuing challenges for executive in the 21st century. The effective management of the human resource in the firm to gain a competitive advantage in the market place requires timely and accurate information on current employees and potential employees in the labor market. With the evaluation of computer technology, meeting this information requirement has been greatly enhanced through the creation of HRIS. With technological advancements many companies have realized the need to implement more sophisticated computerized systems, like Human Resource Information Systems. By moving to HRIS, companies are able to keep more accurate and up-to-date records, allowing them to better prepare for future growth in their companies. A computerized HRIS is designed to monitor, control and influence the movement of people from the time they join the organization till the time they leave it. Human resource information systems are built to reduce the manual work of HR expertise. HRIS helps to abandon paper forms or reports because all information is available through the system. Evaluation and development of HRIS

In the early development of human resource information systems, although often accurate and comprehensive, were mainly used for administrative and operational purposes. Forms were used to collect leave requests, workers compensation and accident data, and salary variation and superannuation entitlements. During the 1945 and 1960 only manual work is done for manage all HR activities in organization, they have human capital issues, employees morale and formal selection and development method is earlier organization not so much focus on HR related activities they was not taking interest in HR main function . Then early 1960 to 1970 personnel become change into human resource organization was focus on human resource. Human Resource was seen as key in organization. In this time HRIS was used mostly for keeping administrative records.1970s and 1980s, several factors radically changed attitudes towards human resource information systems. After that from 1980 to current large and small business organization are utilizing HRIS. The increasing complexity of payroll systems in this period demanded more flexibility in, and access to information system. Personal computers have made HRIS available and affordable for any sized firm. HRIS has evolved from simple record-keeping to complex analytical tools to assist management decision making. Then according to globalization and technological change computerize HRIS was developed in it system seeks to merge the activities associated with human resource management (HRM) and information


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technology (IT) into one common database through the use of enterprise resource planning (ERP) software. The goal of HRIS is to merge the different parts of human resources, including payroll, labor productivity, and benefit management into a less capital intensive system than the mainframes used to manage activities in the past. HRIS also called Human Resource Management System (HRMS).Organizations, centralized payroll processing sections began to be separated from other human resource functions. Some organizations contracted their payroll responsibilities to external payroll bureaus with greater technological expertise, and for reduced costs. Now many software uses in the organization according to their needs and want. In every organization the person who involve for HRIS development they apply these steps and then work on HRIS.

Components of HRIS

Kovach et al., (1999) presented the three major functional components in any HRIS by giving the model below:

a) Input The Input function enters personnel information into the HRIS. Data entry in the past had been one way, but today, scanning technology permits scanning and storage of actual image off an original document, including signatures and handwritten notes.

b) Data Maintenance The maintenance function updates and adds new data to the database after data have been entered into the information system.

c) Output The most visible function of an HRIS is the output generated. According to Kovach et al., (1999), to generate valuable output for computer users, the HRIS have to process that output, make the necessary calculations, and then format the presentation in a way that could be understood. However, the note of caution is that, while it is easy to think of HR information systems in terms of the hardware and software packages used to implement them and to measure them by the number of workstations, applications or users who log onto the system, the most important elements of HRIS are not the computers, rather, the information. The bottom line of any comprehensive HRIS have to be the information validity, reliability and utility first and the automation of the process second. Users of HRIS applications

HRIS meet the needs of a number of organizational stakeholders. Typically, the people in the firm who interact with the HRIS are segmented into three groups:

a) HR professionals: HR professionals rely on the HRIS in fulfilling job functions (regulatory reporting and compliance, compensation analysis, payroll, pension, and profit sharing administration, skill


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inventory, benefits administration etc.). Thus, for the HR professional there is an increasing reliance on the HRIS to fulfill even the most elementary job tasks. As human capital plays a larger role in competitive advantage.

b) Managers in functional areas Functional managers (production, marketing, engineering etc.) expect the HRIS to provide functionality to meet the unit’s goals and objectives. Moreover, managers rely on the HRIS’s capabilities to provide superior data collection and analysis, especially for performance appraisal and performance management. Additionally, it also includes skill testing, assessment and development, résumé processing, recruitment and retention, team and project management, and management development.

c) Employees The individual employees become end users of many HRIS applications. The increased complexity of employee benefit options and the corresponding need to monitor and modify category selections more frequently has increased the awareness of HRIS functionality among employees. Web-based access and self-service options have simplified the modification process and enhanced the usability of many benefit options and administration alternative for most employees. Functions of HRIS

Functional HRIS must create an information system that enables an assimilation of policies and procedures used to manage the firm’s human capital as well as the procedure necessary to operate the computer hardware and software applications. While information technology affects Human Resource (HR) practices and HRIS administration comprise a distinct supporting function within HR. Some of the HRIS functions include the following:

a) Integrating the technologies of HR Developments in information technology have dramatically affected traditional HR functions with nearly every HR function (example, compensation, staffing, and training) experiencing some sort of reengineering of its processes. However, this process of change has created significant challenges for HR professionals resulting in the transformation of traditional processes into on-line processes.

b) Increased efficiency Rapid computing technology has allowed more transactions to occur with fewer fixed resources. Typical examples are payroll, flexible benefits administration, and health benefits processing. Though technologies of early mainframes provided significant efficiencies in these areas, the difference is that the record processing efficiencies that were once only available to large firms are now readily available to any organization size.


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c) Increased effectiveness

Most often, as with processes, computer technology is designed to improve effectiveness either by in terms of the accuracy of information or by using the technology to simplify the process. This is especially the case where large data sets require reconciliation. However, onerous manual reconciliation processes may be executed faster, but also with near perfect accuracy using automated systems. For instance, pension and profit sharing applications, benefits administration, and employee activities are just to mention but a few. Using computer technology in these processes ensures accurate results and offer substantial simplification and timeliness over manual processing. Consequently, the vast majority of HR functions have had some degree of automation applied in order to gain both efficiency and effectiveness.

d) IT-Enabled Processes While many of the application areas’ gains are through increased effectiveness and efficiency over manual processing, some are only possible using contemporary technologies. Most notably, computer-based (web-based) training is a growing area of HR practice that was not available until computer software was created. Even computer based training was not as practical as it is today because it was geographically dispersed until the training was upgraded from computer-based to web-accessible training. Moreover, many other traditional HR functions have evolved Information Technology (IT) dependent components with the advent of the Internet. Online recruitment centers, along with the ability to conduct virtual interviews, background checks, and personnel tests on-line have dramatically changed those processes, increasing the geographic reach of firms for potential employees. Modules of HRIS

Almost all the HRIS processes were incorporated in the software. The software had two parts web and desktop. In the web part the general users had own account. The modules of the software are as follows. a) Employee information: Main features of this module were employee database, reporting, organizational structure, joining, transfer and promotion. b) Recruitment: Main features of the modules are CV bank, recruitment requisition, interview board, record of interview result. c) Training: Main features of the module are training requisition, training calendar, training record and report. d) Leave: Main features of the module are leave policy, leave application, leave calendar and reports. e) Performance management: Main features of the module are target setting, approval by line managers, performance management process and reporting. f) Survey: Main features of the module are administering surveys and reports. g) Payroll: It has catered all the processes under payroll. h) Attendance: Main features are attendance record and report.


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Roles of HRIS in companies HRIS help a firm to maximize the use of human resource and maintain competitiveness

in its market. In most large organizations, human resource information systems (HRISs) provide the technology backbone supporting the complete body of human resource (HR) functions. In this role, HRISs play a critical part in the operation of each component of HR. Additionally, by integrating across business processes HRISs provide organizations with control, forecasting, and planning tools that supersede simple computerization of HR functions. For these reasons, effective use of HRISs in organizations contributes to overall organizational effectiveness. Human Resource Information System is a set of people, forms, procedures and data utilized to store, analyze, distribute and use information of human resources. HRIS goal is to provide accurate information for the use of persons making human resource related decisions. The organization can use HRIS for human resource planning. New recruitments can be posted via HRIS as well as applications can be scanned and stored. HRIS also stores information about the employees’ participated trainings and learning sessions. Performance appraisal, compensation, benefits, competences and development plans are easily maintained in HRIS. Employees can search for a new career within the organization and be aware of the future trainings. HRIS allows managers to follow employee’s job performance and planned versus used hours for a certain assignment. HRIS offers various reports available. Typical HR program involve things such as record keeping, recruiting, selection, training, employees retention and compensation. Some common human resource information systems are: Performance appraisal: This system analyzes employee performance on the job. Skills inventory: This system keeps track of employee skills and matches employees with specific jobs. Benefits administration: This system manages employee fringe benefit packages Job applicant tracking: This system keeps track of applicants for jobs with the business. Benefits of HRIS in companies

An effective HRIS provides information on just about anything the company needs to track and analyze about employees, former employees, and applicants. The company will need to select a Human Resources Information System and customize it to meet according to company needs. Comprehensive and integrated HRIS can be used widely in administrative, operational and strategic fields by HR and other managers. On the operational level HRIS data can be used to identify potential internal applicants for job vacancies, saying external recruitment costs and assuring employees of career opportunities. HRIS enables the human resource department to make a more active role in organizational planning. Computerization will make forecasting more timely, cost effective, and efficient. With continued technological breakthroughs HRIS systems are becoming increasingly advanced. One of the most core HRIS functions is intranet HR self-service. Some larger companies use their intranet today for online appraisals, career management, sentiment surveys, training registrations and publishing people related company information. An HRIS or HRMS monitored by qualified specialists who know technology and


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HR functional and tactical processes can manage compliance with federal and state laws, streamline processes for recruitment and selection, and produce analyses, data and reports for internal and external use. Other advantages of an HRIS include the ease of use for qualification computer technology specialists, accuracy of information and the ability to perform HR audits using any combination of parameters. The employee and manager self-service features are excellent ways to free up the time of your human resources staff members for project work and other duties. Employees and managers can locate answers and information quickly without the need to consult an HR representative every time. With an appropriate HRIS, Human Resources staff enables employees to do their own benefits updates and address changes, thus freeing HR staff for more strategic functions. Additionally, data necessary for employee management, knowledge development, career growth and development, and equal treatment is facilitated. Finally, managers can access the information they need to legally, ethically, and effectively support the success of their reporting employees. Specific benefits of such systems include:

� Faster information process

� Greater information accuracy

� Improved planning and program development

� Enhanced employee communications

� Reduction in cost of stored data in HR

� More transparency in the system

� More meaningful career planning &counseling at all levels.

� Better ability to respond to environmental changes.

Security of HRIS The privacy of employee information has become a major issue in recent years. With

identity theft becoming a common problem, employees are becoming more sensitive about who sees their personal information, and the security it is kept in. By making sure employee information that is kept in the HRIS is relevant to the company and making sure there is limited access (password protection) to such information, companies can make its employees more secure with the safety of their information. Whether electronic or paper, employee files deserve to be treated with great care. Establishing security and end-user privileges calls for a balance of incorporating, HR policy, system knowledge and day-to-day operations. Barriers to HRIS Implementation

With the undoubted benefits of HRIS in organization, it has been seen that many organizations, especially from the third world countries, are not in the position to enjoy full benefits. Moreover, the challenges towards effective implementation of HRIS are related with meeting employees’ expectations loss of personal interaction between HR and the people of the organization, developing an informational culture and to elaborate an effective change


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management approach. Most important barriers and challenges toward effective execution of HRIS are:

a) Top management’s reluctance b) Privacy issues for employees, organizational internal resistance to implement HRIS, c) The conversion cost (from traditional approach to HRIS). d) Lack of technological knowledge e) Difficult to maintain HRIS f) Shortage of IT experts g) Cost of infrastructural development

Administrative and strategic implementations of HRIS

In examining the benefits of HRIS there are two extremes, the pure administrative use of HRIS and its strategic use. Ultimately the goal of both is to increase organizational value. HRIS efficiency and administrative effectiveness can be described by studies of administrative HRIS, but the overall efficiency and effectiveness of an organization can only be reached through strategic deployment of the information provided by an HRIS. Administrative HRIS is used in day-to-day operations and it is usually in the form of records that hold employee information. Administrative HR is much more efficient when it is used with IT because HR professionals are better able to handle large amounts of information efficiently.

In contrast to administrative HRIS, strategic HRIS is much more difficult to explain and measure because there is no way to be sure that the benefits are a direct result of strategic deployment of an HRIS system. Strategic HRIS consists of tools that assist in decision making. For example strategic decisions may include those associated with recruitment and retaining employees. Much, if not all, of the administrative information held by HRIS can be used to analyze an organization and formulate strategies to increase the value of an HRIS. Some experts also believe that easy access to vital information will become an integrated part of many strategic decision-making processes (Kovach, Hughes, Fagan, Maggitti, 2002). But, the possibilities of strategic deployment still remain useless without a way of getting there. HRM processes

This sub section illustrates the processes involved in executing the HRM functions. Each of the functions: planning, recruitment, selection, orientation and training, performance appraisal etc. goes through a process.

a. Planning process

Human Resource Planning (HRP) process reviews human resources requirements to ensure that the organization has the required number of employees, with the necessary skills, to meet its goals, also known as employment planning. HRP is a proactive process, which both anticipates and influences an organization’s future by systematically forecasting the demand for and supply of employees under changing conditions, and developing plans and activities to satisfy these needs. Key steps include forecasting demand for labor considering organizational strategic and


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tactical plans, economic conditions, market and competitive trends, social concerns, demographic trends, and technological changes.

b. Recruitment process Recruitment is the process of searching for and attracting an adequate number of qualified job candidate, from whom the organization may select the most appropriate to field its staff needs. The process begins when the need to fill a position is identified and it ends with the receipt of résumés and completed application forms. The result is a pool of qualified job seekers from which the individual best matching the job requirements can be selected. The steps in recruitment process include identification of job openings, determination of job requirements, choosing appropriate recruiting sources and methods, and finally, generating a pool of qualified recruits. Job openings are identified through human resource planning or manager request. Next is to determine the job requirements. This involves reviewing the job description and the job specification and updating them, if necessary. Appropriate recruiting sources and methods are chosen because there is no one, best recruiting technique. Consequently, the most appropriate for any given position depend on a number of factors, which include organizational policies and plans, and job requirements.

c. Selection process Selection is the process of choosing individuals with the relevant qualifications to fill existing or projected openings. Data and information about applicants regarding current employees, whether for a transfer or promotion, or outside candidates for the first time position with the firm are collected and evaluated. The steps in the selection process, in ascending order include preliminary reception of applicants, initial applicant screening, selection testing, selection interview, background investigation and reference checking, supervisory interview, realistic job previews, making the hiring decision, candidate notification, and evaluating the selection process. However, each step in the selection process, from preliminary applicant reception and initial screening to the hiring decision, is performed under legal, organizational, and environmental constraints that protect the interests of both applicant and organization.

d. Orientation, training and development process Employee orientation is the procedure of providing new employees with basic background information about the firm and the job. Is more or less, considered as one component of the employer’s new-employee socialization process. Socialization process is an ongoing process of initialing in all employees the prevailing attitudes, standards, values, and patterns of behavior that are expected by the organization. Training however is the process of teaching new or present employees the basic skills/competencies needed to perform their jobs. Whereas training focuses on skills and competencies needed to perform employees’ current jobs, employee and management development is the training of long-term nature. The aim is to prepare current employees for future jobs with the organization or solving an organizational problem concerning,


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for example, poor interdepartmental communication. Training and development processes include needs analysis, instructional design, validation, implementation, and evaluation and follow-up.

e. Career planning and development process It is the deliberate process through which persons become aware of personal career related attributes and the lifelong series of activities that contribute to their career fulfillment. Individuals, managers, and the organization have role to play in career development. Individuals accept responsibility of own career, assess interests, skills, and values, seek out career information and resources, establish goals and career plans, and utilize development opportunities. The career stage identification entails career cycle (the stages through which a person’s career evolves). These stages include the following: growth, exploration, establishment, maintenance, and decline stages. Occupational orientation identification is the theory by John Holland. This theory enumerates six basic personal orientations that determine the sorts of careers to which people are drawn. They include realistic orientation, investigative orientation, social orientation, conventional orientation, enterprise orientation, and artistic orientation.

f. Performance appraisal process Performance appraisal may be defined as any procedure that involves setting work standards, assessing employee’s actual performance relative to these standards, and providing feedback to the employee with the aim of motivating the worker to eliminate performance deficiencies or to continue to perform above par. Processes in performance appraisal contain three steps: defining performance expectations, appraising performance, and providing feedback. First, defining performance expectation means making sure that job duties and standards are clear to all. Second, appraising performance means comparing employees’ actual performance to the standards that has been set, which normally involves some type of rating form. Third, performance appraisal usually requires one or more feedback sessions to discuss employees’ performance and progress and making plans for any required development. Some of the appraisal methods include graphic rating scale, alternation ranking, paired comparison, forced distribution, and critical incident methods.

g. Employee Compensation and benefits process Employee compensation involves all forms of pay or rewards accrued to employees and arising from their employment. This however consists of two main components: direct financial payments, and indirect payments. While direct financial payments are in the form of wages, salaries, incentives, commissions, and bonuses, indirect payments are in the form of financial benefits like employer-paid insurance and vacations. Moreover, legal considerations in compensation, union influences, compensation policies, and equity and its impact on pay rates are the four basic considerations influencing the formulation of any pay plan. Benefits are indirect financial payments given to employees. These may include supplementary health and


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life insurance, vacation, pension, education plans, and discounts on say company products. Furthermore, income and medical benefits to victims of work-related accidents or illness and/or their dependents, regardless of fault are all part of employees’ compensation. The processes in establishing pay rates involve the following five steps: First, conducting wages/salary survey to determine the prevailing wage rates for comparable jobs, which is central in job pricing. Second, determine the relative worth of each job (job evaluation) by comparing the job content in relation to one another in terms of their efforts, responsibility, and skills. This eventually results in wage or salary hierarchy. Third, group similar jobs into pay grades, a pay grade comprises of jobs of approximately equal value or importance as determined by job evaluation. Forth, price each pay grade using wage curves. A wage curve is graphical description of the relationship between the value of job and the average wage paid for the job. However, if jobs are not grouped into pay grades, individual pay rates have to be assigned to each job. Fifth, fine tune pay rates. This involves correcting out-of-line rates and usually developing rate ranges.

h. Occupational health and safety process Occupational health and safety process aims at protecting the health and safety of workers by minimizing work-related accidents and illnesses. Laws and legislations to ensure and observe general health and safety rules bound employers. More so, rules for specific industries, for example, mining and rules related to specific hazards, for instance, asbestos have to be adhered to. The following steps are important in this process. Checking for or removing unsafe conditions by using checklist to audit a company’s adherence to safety rules that are guarded against hazards, which cannot be removed. Next, through selection, screening out of employees who might be accident prone for job in question without compromising the human right legislation. More so, establishing a safety policy, this emphasizes on the importance of practically reducing accidents and injuries. Setting specific loss control goals by analyzing the number of accidents and safety incidents and then set specific safety goals to be achieved. Enforcing safety rules through discipline and conducting health and safety inspections regularly by investigating all accidents and near misses, and by having a system in place for letting employees notify management about hazardous conditions. Compensations

Compensation refers to monetary benefits offered and provided to employees in return of the services they provide to the organization. The monetary benefits include basic salary, house rent allowance, conveyance, leave travel allowance, medical reimbursements, special allowances, bonus, Pf/Gratuity, etc. They are given at a regular interval at a definite time.

a) Basic Salary: Basic salary is the money an employee receives from his/her employer by rendering his/her services.


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b) House Rent Allowance: It’s refers to give a definite amount of money to the employees for their accommodation. This is done to provide them social security and motivate them to work.

c) Conveyance: It’s granted for conveyance facilities to their employees this is confined in official duties only for the employees.

d) Leave travel allowance: The employees are given allowances to visit any place they wish with their families. The allowances are scaled as per the position of employee in the organization.

e) Medical reimbursement: The employees are provided with medi-claims for them and their family members. These medi-claims include health-insurances and treatment bills reimbursements.

f) Bonus: Bonus is paid to the employees during festive seasons to motivate them and provide them the social security. The bonus amount usually amounts to one month’s salary of the employee.

g) Special allowance: Special allowance such as overtime, credit card facilities, mobile allowances, commissions, travel expenses, etc is provided to employees.

Reward

Money or another kind of payment that is given or received for something that has been done or that is offered for something that might be done is called reward. Rewards and recognition can be powerful tools for employees’ motivation and performance improvement. Many types of rewards and recognition have direct costs associated with them, such as cash bonuses and stock awards, car allowances, paid parking, and gift certificates. Other types of rewards and recognition may be less tangible, but still very effective. These "non-monetary" rewards include formal and informal acknowledgement, assignment of more enjoyable job duties, opportunities for training, and an increased role in decision-making. Types of rewards

Most people assimilate "rewards", with salary raise or bonuses, but this is only one kind of reward, extrinsic reward. Studies proves that sales people prefer pay raises because they feel frustrated by their inability to obtain other rewards, but this behavior can be modified by applying a complete reward strategy. There are two kinds of rewards:

1. Extrinsic rewards: Concrete rewards that employees’ receive.

� Bonuses: Usually this is paid on annual basis, Bonuses motivates the employees’ to put in all Endeavours’ and efforts during the year to achieve more than a satisfactory appraisal that increases the chance of earning several salaries as lump sum.

� Salary raise: Is achieved after hard work and effort of employees’, attaining and acquiring new skills or academic certificates and as appreciation for employees’ duty (yearly increments) in an organization.


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� Gifts: Are considered short-term. Mainly presented as a token of appreciation for an achievement or obtaining an organizations desired goal.

� Promotion: Promotions tend to effect the long-term satisfaction of employees’. This can be done by elevating the employees’ to a higher stage and offering a title with increased accountability and responsibility due to employees’ efforts, behaviour and period serving a specific organization.

2. Intrinsic rewards: Tend to give personal satisfaction to individual

i. Information/feedback: This type of rewards offers guidance to employees’ whether positive (remain on track) or negative (guidance to the correct path).

ii. Recognition: This type of reward may take the presence of being formal (for example meeting) or informal (such as a “pat on the back”) to boost employees’ self-esteem and happiness.

iii. Trust/Empowerment: In any society or organization, trust is a vital aspect between living individuals in order to add value to any relationship.

Motivational facts on Telecommunication industry

a) Ensuring horizontal and vertical career growth The industry supports career opportunities internally so that talented employees are placed in upgraded positions and thereby enables them to deliver their greatest value to the organization. In addition to vertical career growth, employees may also grow horizontally.

b) Succession planning Besides encouraging individual employee growth and development, telecommunication industry also gives effort to identify and retain the human resources who can potentially be the successors of mission critical roles. Telecommunication sector acknowledges that succession planning & management is vital to the continued success of the industry.

c) Comprehensive performance management program This industry has a comprehensive performance management program that evaluates employees’ yearly performance against business targets at the year-end. This performance appraisal system is considered as crucial for the sector as this is a very important tool to identify and distinguish the performers and nonperformers.

d) Grievances and counselling Since employee’s behavior affects work discipline, HR division always encourages employees to report if they have any work related grievance. In the industry there is formal procedure to


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address the employee grievance. Time to time HR Division also counsels employees as part of its job as people’s advocate.

e) Ensuring a decent workplace The business can grow favourably if the organization enables employees through creating and maintaining a decent workplace. In a decent work environment where employees can work with dignity, have the freedom to express opinions, can participate in the decision making process that affect their lives, and receive equal treatment and opportunity.


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Chapter FourChapter FourChapter FourChapter Four (HRIS of (HRIS of (HRIS of (HRIS of Telecommunication IndustryTelecommunication IndustryTelecommunication IndustryTelecommunication Industry))))

1) Employment operations and its activities 2) Key employment operations performing in

telecommunication industry a) On boarding formalities b) Induction and orientation c) HRIS Management d) Employment clarifications e) Personnel database management f) HR Policy and Implementation g) Exit formalities h) Disciplinary issue management i) Other HR operations process

3) Brief description of other HR activities 4) Performance analysis by Porter’s five forces model

a) Threat of Rivalry b) Threat of New Entrants c) Threat of Substitute Products d) Bargaining Power of Buyers e) Bargaining Power of Suppliers

5) Challenges of Telecommunication industry in Bangladesh


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Employment operations and its activities Employment operations refer to the day-to-day operations essential to meeting the needs

of employees in the recruitment session for the organization. So employment operations are about how the company manage day-to-day issues and comply with the legal requirements of employing people. It covers the thinking, structure and processes behind the people issues that determine an organization’s success. In recruitment operations, HR staffs are performed as core level administrators. The tasks they accomplish are generally highly visible to other employees because they are focused on the daily work issues attributed to the ongoing needs of an organization. These include vital tasks such as interviewing and hiring, employee joining, implementing organizational policies, maintaining employment law, resignation of employees with proper final settlement, compensation and benefit issues. In employment operations management use and maintain computerized an HR information system which is named HRIS. Key employment operations performing in telecommunication industry

In telecommunication industry the employment operations team is mainly responsible for post selection activities, because the recruitment team is dealing with pre selection activities as well as hiring employees. So the key tasks that employment operations team performing in telecommunication industry are given bellow:

a) On boarding formalities After successfully passing the medical test recruitment team provides him/her the joining bunch and informs to come for joining on a specific date. Similarly, recruitment team also informs the HR operation team to conduct the joining procedure. The joining bunch includes letter of joining, employee particulars form, and application for employee identification card, pool phone requisition form, declaration form, bank account information, post-employment reference check and acknowledgement of the code of conduct.

b) Induction and orientation Induction is a process of giving an overview about the organization to new employees. Like other MNCs, HR operations team of telecommunication industry also organizes induction program where they provide a brief overview about the organization to newly joined employees for permanent positions. The program is conducted after every two months. The program is organized for newly joined employees who became a part of Banglalink family within these two months.

c) HRIS Management Like every other sector telecommunication industry has its own HRIS (Human Resource Information System) that is maintaining various mandatory activities such as leave verification, attendance maintenance, and profile updates, report preparation for different department. So the HRIS management is another important task for HR operations team in telecommunication industry.


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i. Leave verification ii. Attendance maintenance iii. Profile updates iv. Preparation for different department

d) Employment clarifications

The HR operations team also responsible for providing employment clarifications to employees regarding different necessary conditions. In this segment the HR operations team issues NOC (No Objection Certificate) and VISA forwarding letter (Request for VISA extension) for the purposes of travel request (official and unofficial), pilgrimage, higher study and other personal reasons of employees.

e) Personnel database management The HR operations team in telecommunication industry is also responsible for preserving the employee documents and information into personnel file. So personnel database management is another important task of HR operations team in telecommunication industry. Here the team is responsible to create, prepare, arrange and update employee personal files according to employee ID numbers form HRIS into specific folders. Each personal file is recognized by that particular employee ID number and department name which are mentioned on the file and folder.

f) HR Policy and Implementation

Introducing HR policy and implementation according Labor Code 2006 Bangladesh is another important task of HR operations team in telecommunication industry. In case of introducing and implementing new HR policy such as attendance policy, leave applying policy, etc the HR operations team head discussed with the HR & Admin director.

g) Exit formalities

Exit formalities refer to process of quitting from a position. Completing exit formalities under law code is another major responsibility of HR Operations team in telecommunication industry. The exit formalities are same for permanent and temporary employees. If any particular employee wants to resign from his/her position he/she has to give minimum 1 month written notice to HR operations though letter of resignation.

h) Disciplinary issue management

HR operations are closely related with implementation of company policy and practices according to Labor law. So maintaining the compliance and non-compliance of company policy as per Labor law is counted under disciplinary issue management in HR operations. This operation is divided into three parts. They are:

i. Explanation: When an employee conducts any activity regarding non-compliance of Labor Law or regarding misconduct then the HR operations team send explanation letter


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to him/her to show the cause why he/she did non-compliance activity such as unauthorized absence, habitual late in or early out, taking leave without approval etc.

ii. Investigation: When convicted employee give reply to HR operations by showing his cause then the HR operations investigate on that particular case to find out whether the convicted employee is guilty or not.

iii. Action/warning: Based on the outcome of proper investigation the management takes the final decision as disciplinary action against the convicted employee. If the convicted employee find innocent then he/she just receive warning from HR operations. On the other hand, if he/she find out guilty then the HR operations take disciplinary action against that employee according to Labor law and company policy.

i) Other HR operations process:

i. Employee transitions of different department (Transfer): HR operations team also handle the issue of employee transitions among different departments. Telecommunication industry views transfers as opportunities to provide professional growth when the employee is exposed to work within various departments/locations. Transfers generally fall into one of two categories: those initiated by management, or those made in response to an employee’s request. Transfers initiated by the company may be necessary to meet business needs. A transfer allowance can be applicable in cases where the transfer is from one city to another. Transfers requests can also be initiated by any employee, either as a response to an internal job opening or a change in personal circumstance or interests. This request is subject to available opportunities and management approval. Transfer allowance is not applicable in such cases.

ii. Confirmation: HR operations team conducts the employee confirmation process. At first the HR operations informs the line manager about a specific employee to appraise his/her performance. If performance appraisal is reach above 100% expectation then that employee get confirmation as a permanent employee. On the other hand, if the performance appraisal is stay below 100% expectation then HR operations extend the probation period for that particular employee. In telecommunication industry all permanent employees will be on probation for the initial 90 days or sometimes for 60 days of employment. This probation period may be extended further for another 30 to 90 days only. The employee will be notified at least 7 days before the confirmation date regarding his/her confirmation/extension/separation of employment.

Brief description of other HR activities

i. HR operation Telecommunication industry put HR operation in place to support management and staffs in achieving their day-today goals. Whether it's determining how many staffs are needed to deliver services over the next year or how performance will be monitored, HR operation practices and activities need to be planned to answer the question: "Where is our organization going and how


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will it get there?" The HR operation has detailed information that you can use to develop an operational plan for your human resources practices and activities. Topics include:

� Employment legislation and standards � Guideline to developing HR policy � Properly monitoring the employee performance � Evaluating employees. � Maintain employee’s profile � Keeping the right people

At an operational level, telecommunication industry also needs to be aware of the interdependencies between operational decisions and HR management practices. Decisions made on one aspect of human resources often have an impact on another aspect of HR management.

ii. HR organizing and development

This department is solely responsible for providing any sort of training required for the employee. This team also makes different strategic decisions for the betterment of the organization. They basically handle and develop core strategy for the organization such as performance management, training and development and talent management succession planning. iii. Performance measurement

This is to accurately assess the organization performance and also to develop some quantifiable measures. Ideally, it clearly identifies those aspects of organization that need improvement. It also enables to evaluate organization productivity over a set period of time. In telecommunication industry performance measurement is divided into two major parts such as performance appraisal and creating a performance centric culture. iv. Performance Appraisal

Performance appraisals are the assessment of individual’s performance in a systematic way. It is a developmental tool used for all round development of the employee and the organization. The performance is measured against such factors as job knowledge, quality and quantity of output, initiative, leadership abilities, supervision, dependability, co-operation, judgment, versatility and health.

v. Performance Centric Culture Performance centric culture is the process of creating a work environment or setting in which people are enabled to perform to the best of their abilities. vi. HR Remuneration

This unit set the principles and parameters of remuneration policy for the upcoming employees and as well as for current ones. The overarching purpose of the unit is to prepare different sort of


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remuneration packages and aligned with its long term business strategy, its business objectives, its risk appetite, values and the long term interests of the organization and recognizes the interests of relevant stakeholders such as preparing salary administration, salary budgeting, Employee banking , benefits and administration and employee engagement. Performance analysis by Porter’s five forces model

According to the last few years, the competitive environment in the telecom industry has become intensely competitive, with not only constant special offers and new value added services, but also with new and bigger entrants, and their aggressive marketing. The following sections describe the competitive environment in the industry using Michael Porter’s five forces model.

a) Threat of Rivalry At the very beginning in the telecom industry, Grameenphone and Citycell dominated the market. Both of the companies never did anything to reduce their charges for their consumers. But, at 2004 when Banglalink and Teletalk came to the market, market change drastically. Banglalink entered the market with a huge shake and kept the mindshare of the people over the years. Ever since Banglalink entered the market the industry has been on shaky grounds. Suddenly all telecom companies stepped up their promotions. Banglalink started the first price war to penetrate the market and although this was good news for the subscribers, it was not the same thing for the operators. Revenue dropped fast and all the operators changed their strategy to volume based model of business. After the rebranding, Robi has increased all of its branding & promotional activities. Besides, it also becomes aggressive in its campaigns. They have greatly increased their branding & advertising expenditures. As a result, it is now more visible and Robi becomes the well known company. After launching Teletalk, competition becomes even more. Because, it had started to offer interconnection with T&T (BTCL) in a cheaper & broader way. So, people grab it. But, after a few days it loses its demand as it did not have any interconnection with the other private mobile operators. After acquiring Warid, Airtel is constantly trying to capture market share. The visibility of the company is quite good. Combined with low call rate, it has the potential to be a big player. So, the rivalry among existing competitors is very high.

b) Threat of New Entrants Mobile Telecom is capital and resource intensive business which poses a significant entry barrier for potential players in Bangladesh. All the existing company has a strong market & brad name. Government rules and regulations- like imposition of huge tax on SIM card, strong tariff control by the authority, can also create difficulties to entrants; in addition the price battle between the competitors brought the tariffs to its lowest in this region. Due to control over licenses, the major barrier to entry in Bangladesh mobile telecom market is to obtain a radio spectrum license from BTRC. However, companies are finding other ways to enter the industry, i.e. through merging with existing operators. For example, Bharti Airtel acquired 70% stake of Warid Telecom and


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rebranded as Airtel in order to enter the Bangladesh market. Hence it seems that the threats of new entrants in mobile industry are moderate to weak.

c) Threat of Substitute Products Mobile telecommunications is a high-tech industry and the substitutes that would replace the products or services of today are strongly related to the factor of innovation. In case of Bangladesh mobile telecom industry, substitutes exist in the form of government fixed-land lines and some upcoming PSTN operators. Some additional substitutes include VoIP service providers (VSP), Skype, Google Talk, wireless Internet providers such as WiMax based companies etc. However, there is no strong competitive substitute for mobile telecom industry as the existing alternatives are either nearly obsolete or in embryonic stage and thus poses very little threat to the industry. Teletalk is the first among the six operators in the country who provide services using 3G technology. Citycell is the only operator based on CDMA technology. Almost all of the companies provide basic data services. But, Teletalk started offering 3G service which can be a basic differentiator in the market. But, Teletalk did not get this advantage for long time as other mobile operators also got it very soon. So, the threat from substitutes is weak in Bangladesh.

d) Bargaining Power of Buyers Now, there are 6 mobile operators running their business in Bangladesh whose are offering almost similar types of services. Besides, switching costs between operators are also low which provide buyers with extremely high bargaining power. But, the scenario is not same for the remote area where network alternative network is not available. But, in generally bargaining power of buyers in this industry is very high.

e) Bargaining Power of Suppliers All the mobile operators have international identity and have experience to work in the global platform. The companies have the opportunity to acquire necessary equipment from different international chains across the globe. The bargaining power of suppliers in the mobile industry varies depending on the brand name and strategic importance of the supplies as well as the size of the Company, such as Ericsson and Nokia Siemens in the mobile telecom machinery industry is that type of suppliers who enjoy strong power in the industry. On the other hand there are many potential suppliers and vendors in telecom industry e.g. Cisco, Siemens Enterprise Communications, Alcatel-Lucent, Huawei and Motorola, Nortel, Oracle, Nokia, Samsung, Juniper, Converse, HP, Sun etc. In 2010, Huawei, the Chinese telecom equipment manufacturer, was one of the major suppliers of telecom equipment in Bangladesh and its major clients include Grameenphone, Banglalink, Robi, Citycell, Teletalk and BTCL. Recently, Huawei Technology played an important role in modernizing GPs network infrastructure on the new 3G platform (Star Business, 2010). All of these available resources ensure competitive price and abundant supply support to the country's telecom industry. Therefore, the bargaining power of suppliers in the industry is moderate to weak.


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Challenges of telecommunication industry in Bangladesh The challenges facing the telecom industry of Bangladesh includes:

a) High competition: High competition in mobile or telecom sector in our country is one of the main challenges. If we have a look in the primary stage of our telecom sector, we had only Citycell and Grameenphone and they were operating their business in own way. They took the first mover advantages but when Banglalink, Robi, Teletalk, Airtel came to compete in the market then the market became more competitive and still there exist a high competition in this sector. So to face this competition/ challenge some of the operators are thinking to merge their business to survive in the market.

b) Poor economic background: As a least developed or developing country Bangladesh has a poor economic background where a major portion of our people are living under the poverty line. So it is difficult to operate such type of business in Bangladesh with making a remarkable profit. By considering this economic background, the telecom sector is to fixed the call rate, should reduce tax on SIM and sacrifice more to operate their business.

c) Instable political situation: Our previous history tells that Bangladesh is not a politically stable country. Different types of political violence, pressure of army, corruption and many more problems make our country instable and also has made this sector insecure. If we have a look last few year our democracy had face many ups and downs.

d) High rate of corporate tax: As the economic condition is not good of Bangladesh, the telecommunication sector is not able to make profit. Moreover they are to pay high corporate tax which is 40%-45%. It is another major problem or challenge to operate challenging day by day.

e) SIM tax: In Bangladesh the mobile operator is to pay Tk. 300 as tax in each SIM from fiscal year 2005-06. Firstly it was Tk. 1200 and later on by considering different facts it is fixed as Tk. 300. Though tax is to be paid by the subscribers directly but the company gives incentive to continue the sell the SIM at a lower price in the competitive market to hold their position. But now it become impossible for their all the company to carry on this burden. As the growth rate of the subscriber has been declined, the companies are in challenging position.

f) Import tax: In case of technological perspective, Bangladesh is not good enough. So mobile phone operators is to transfer or import technologies, handsets and other equipment related to the telecommunication and for this they are to pay 35% import tax on it. It is also a great problem for this sector to make profit and survive in the market.


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Chapter FiveChapter FiveChapter FiveChapter Five

(Data Analysis and Findings)(Data Analysis and Findings)(Data Analysis and Findings)(Data Analysis and Findings)


PART I

Subject Gender

Percentage

Interpretation: This shows that most (84%) of the employees at telecommunication industry (according to my survey) are male. However, there are also some (16%) female workers. I made my survey among the 50 people out of which 8 are female and remaining 42 people are maleTelecommunication industry also recruits employees from different religions. This shows a diversified work team and environment which is better than having uniform workforce as diversified workforce brings wider range of skills and experience in an indus

SubjectAssistant officerOfficer Executive Senior Executive Assistant ManagerManager Others Total


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PART I – DEMOGRAPHIC INFORMATION a) Gender

Subject Male Female Gender 42 8

Percentage 84% 16%

Figure: Gender of the employees

This shows that most (84%) of the employees at telecommunication industry (according to my survey) are male. However, there are also some (16%) female workers. I made my survey among the 50 people out of which 8 are female and remaining 42 people are maleTelecommunication industry also recruits employees from different religions. This shows a diversified work team and environment which is better than having uniform workforce as diversified workforce brings wider range of skills and experience in an indus

b) Position

Subject Position Percentageofficer 13 26

16 32 6 12

Senior Executive 5 10 Assistant Manager 1 2

6 12 3 6 50 100 %

84%

16%

Male Female


This shows that most (84%) of the employees at telecommunication industry (according to my survey) are male. However, there are also some (16%) female workers. I made my survey among the 50 people out of which 8 are female and remaining 42 people are male. Telecommunication industry also recruits employees from different religions. This shows a diversified work team and environment which is better than having uniform workforce as diversified workforce brings wider range of skills and experience in an industry.

Percentage


Interpretation: I had the chance to become clear about the current employees’ job position. From carrying out the questionnaire and talking to employees I found out that there are 32% employees who are appointed as officer, 26% employees are working in the position of assistant officer, 12% employees are in executive position, 10% are appointed as senior executive, 12% are in the managerial position, 2% employees are assisting them I mean working as assistant manager. Last of all the remaining 6% employees are appointed in several ogives a clear indication that telecommunication industry is trying to make the proper utilization of youth power through involving more and more energetic youngsters with the industry.

Subject 20-30 years 30-40 years 40-50 years

Over 50 yearsTotal

12%

10%

2%


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Figure: Position of the employees

chance to become clear about the current employees’ job position. From carrying out the questionnaire and talking to employees I found out that there are 32% employees who are appointed as officer, 26% employees are working in the position of assistant

icer, 12% employees are in executive position, 10% are appointed as senior executive, 12% are in the managerial position, 2% employees are assisting them I mean working as assistant manager. Last of all the remaining 6% employees are appointed in several ogives a clear indication that telecommunication industry is trying to make the proper utilization of youth power through involving more and more energetic youngsters with the industry.

c) Age

Age Percentage 46 92 3 6 1 2

Over 50 years 0 0 50 100 %

26%

32%

12%

12%

6%


chance to become clear about the current employees’ job position. From carrying out the questionnaire and talking to employees I found out that there are 32% employees who are appointed as officer, 26% employees are working in the position of assistant

icer, 12% employees are in executive position, 10% are appointed as senior executive, 12% are in the managerial position, 2% employees are assisting them I mean working as assistant manager. Last of all the remaining 6% employees are appointed in several other positions. It gives a clear indication that telecommunication industry is trying to make the proper utilization of youth power through involving more and more energetic youngsters with the industry.

Percentage 92

100 %

Assistant officer

Officer

Executive

Senior Executive

Assistant Manager

Manager

Others


Interpretation: This shows that most of the employees (92%) are aged between 20However, 6% employees are aged between 30age range of 40-50 years.

SubjectHSC GraduationMasters Other

Total

20-30 years

HSC


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Figure: Age of the employees

This shows that most of the employees (92%) are aged between 20However, 6% employees are aged between 30-40 years. Besides there is 1 person who is in the

d) Education

Subject Education Percentage5 10

Graduation 27 54 17 34 1 2

Total 50 100 %

Figure: Education of the employees

92%

6%

2% 0%30-40 years 40-50 years Over 50 years

10%

54%

34%

2%

HSC Graduation Masters Other


This shows that most of the employees (92%) are aged between 20-30 years old. Besides there is 1 person who is in the

Percentage

Over 50 years


Interpretation: This shows that more This indicates that completing graduation gives possible candidates a higher chance of being selected as an employee of telecommunication industry by the Recruitment and Selection team. Moreover there are 34% people who completed Masters Degree which help them to attain higher positions in the industry. There are also 10% people who have passed HSC. Though they are working in the industry but the fact is that they have to work in the lower position anrise to upper level. The rest others (2%) have several others qualifications.

Subject Single

Married Total

Figure: Marital status

Interpretation: 88% of the employees are single. However, there are older employees (12%) whose are already married and till now working relentlessly for the telecommunication industry.

Range Grameenphone

Banglalink Airtel Robi

Teletalk Citycell Total


Page 48

This shows that more than half (54%) of the employees completed ‘Graduation’. This indicates that completing graduation gives possible candidates a higher chance of being selected as an employee of telecommunication industry by the Recruitment and Selection team.

e are 34% people who completed Masters Degree which help them to attain higher positions in the industry. There are also 10% people who have passed HSC. Though they are working in the industry but the fact is that they have to work in the lower position anrise to upper level. The rest others (2%) have several others qualifications.

e) Marital status

Marital status Percentage 44 88 6 12

50 100 %

Figure: Marital status of the employees

employees are single. However, there are older employees (12%) whose are already married and till now working relentlessly for the telecommunication industry.

f) Type of organization

Type of organization PercentageGrameenphone 29 58

5 107 143 6 5 101 2 50 100 %

88%

12%

Single Married


than half (54%) of the employees completed ‘Graduation’. This indicates that completing graduation gives possible candidates a higher chance of being selected as an employee of telecommunication industry by the Recruitment and Selection team.

e are 34% people who completed Masters Degree which help them to attain higher positions in the industry. There are also 10% people who have passed HSC. Though they are working in the industry but the fact is that they have to work in the lower position and they can't

Percentage

100 %

employees are single. However, there are older employees (12%) whose are already married and till now working relentlessly for the telecommunication industry.

Percentage 58 10 14

10

100 %


Figure: Interpretation : More than half (58%) of the employees are working for the Grameenphone which isn't a surprising matter because million subscribers) telecom service provider in Bangladesh. Besides (14%) employees are working in Airtel, (10%) employees are involved with Banglalink, (10%) employees are working in government owned Teletalk, (6%) employees are doing job in Robi, and the other 2% involved with Citycell. From here it can be clearly understood that Citycell isn't performing well upto the mark though it is the first (1989) telecom service provider of Bangladesh.

Range Below 5 years

5-10 years 10-15 years 15-20 years

Above 20 yearsTotal

14%

Grameenphone


Page 49

Figure: Type of organization where employees work

: More than half (58%) of the employees are working for the Grameenphone which isn't a surprising matter because it's one of the oldest (1997) and largest (more than 56.20 million subscribers) telecom service provider in Bangladesh. Besides (14%) employees are working in Airtel, (10%) employees are involved with Banglalink, (10%) employees are working

wned Teletalk, (6%) employees are doing job in Robi, and the other 2% involved with Citycell. From here it can be clearly understood that Citycell isn't performing well upto the mark though it is the first (1989) telecom service provider of Bangladesh.

g) Years of experience

Years of experience Percentage5 years 40 80

7 14 1 2 1 2

20 years 1 2 50 100 %

58%

10%

14%

6%

10%

2%

Grameenphone Banglalink Airtel Robi Teletalk


work

: More than half (58%) of the employees are working for the Grameenphone it's one of the oldest (1997) and largest (more than 56.20

million subscribers) telecom service provider in Bangladesh. Besides (14%) employees are working in Airtel, (10%) employees are involved with Banglalink, (10%) employees are working

wned Teletalk, (6%) employees are doing job in Robi, and the other 2% involved with Citycell. From here it can be clearly understood that Citycell isn't performing well upto the mark though it is the first (1989) telecom service provider of Bangladesh.

Percentage 80 14

100 %

Citycell


Figure: Years of experience

Interpretation: I have also tried to telecommunication industry. The graph shows that 80% of the employees have less than 5 years of experience because 92% of the employees are below 30 years old. This indicates that there is a great opportunity for fresh graduates to work with telecommunication industry. However, this also means that there will be higher level of competition in terms of getting a job as there are more likely to be more possible candidates. We also can see that there are 1are working for the industry in between 5satisfaction. That's why they are not changing the industry/organization. There are few number of people who are working with the industry for more thanengaged with the industry for more than 15 years. This is because the industry is offering good working conditions, motivation, incentives and proper working environment for them.

PART 2 –

1. How HRIS can improve HR decision

StatementProper handling

channel maintenance

Accurate information

Strategic administrationRecord keeping

Using technology

14%


Page 50

Figure: Years of experience of the employees

I have also tried to find out ‘how long the employees have been working for telecommunication industry. The graph shows that 80% of the employees have less than 5 years of experience because 92% of the employees are below 30 years old. This indicates that there is a

rtunity for fresh graduates to work with telecommunication industry. However, this also means that there will be higher level of competition in terms of getting a job as there are more likely to be more possible candidates. We also can see that there are 1are working for the industry in between 5-10 years which is an indication of their job satisfaction. That's why they are not changing the industry/organization. There are few number of people who are working with the industry for more than 10 years even some people are engaged with the industry for more than 15 years. This is because the industry is offering good working conditions, motivation, incentives and proper working environment for them.

– EXPLANATION TYPE QUESTIONNAIRE

1. How HRIS can improve HR decision-making more effective?

Statement Number Percentage Proper handling 5 10 %

channel maintenance 11 22 %

Accurate information 13 26 %

Strategic administration 8 16 %

Record keeping 3 6 %

Using technology 10 20 %

Total 50 100 %

80%

14%

2% 2% 2%

Below 5 years

5-10 years

10-15 years

15-20 years

Above 20 years


find out ‘how long the employees have been working for telecommunication industry. The graph shows that 80% of the employees have less than 5 years of experience because 92% of the employees are below 30 years old. This indicates that there is a

rtunity for fresh graduates to work with telecommunication industry. However, this also means that there will be higher level of competition in terms of getting a job as there are more likely to be more possible candidates. We also can see that there are 14% employees who

10 years which is an indication of their job satisfaction. That's why they are not changing the industry/organization. There are few number

10 years even some people are engaged with the industry for more than 15 years. This is because the industry is offering good working conditions, motivation, incentives and proper working environment for them.

EXPLANATION TYPE QUESTIONNAIRE

Below 5 years

10 years

15 years

20 years

Above 20 years


Figure:

Interpretation: When the employees are asked this question 10% of them replied that Proper handling of all internal and external information can be effective to improve HR making process, another 22% employees referred that integrated resource management & effective channel maintenance will create a flow in this regard, moreover 26% employees suggested that by giving right information at the right time I mean maintainformation can be fruitful here. 16% people listed that the top management should be strategic in dealing with administrative activities instead of spending working hours dealing with nonstrategic, mundane tasks required to run the opined that HRIS can improve HR decision making in ways like availability of information on wide range of data, reducing time consumption in human resource analysis which is only possible through proper recorof 20% employees increased number of organization's gathering, storing, and analysing information through use of different technologies.

2. How HRIS has improved the ability to

Statement

Sharing

Storing

Quality performance

Web portalFlexible process

Using DBMS

Total

5

0

2

4

6

8

10

12

14

Proper

handling

channel

maintenance


Page 51

Figure: Effective HR decision-making through HRIS

When the employees are asked this question 10% of them replied that Proper handling of all internal and external information can be effective to improve HR making process, another 22% employees referred that integrated resource management & effective channel maintenance will create a flow in this regard, moreover 26% employees suggested that by giving right information at the right time I mean maintainformation can be fruitful here. 16% people listed that the top management should be strategic in dealing with administrative activities instead of spending working hours dealing with nonstrategic, mundane tasks required to run the administrative side of HR. Very few people (6%) opined that HRIS can improve HR decision making in ways like availability of information on wide range of data, reducing time consumption in human resource analysis which is only possible through proper records keeping of all relevant information. According to the statement of 20% employees increased number of organization's gathering, storing, and analysing information through use of different technologies.

2. How HRIS has improved the ability to disseminate information?

Statement Number Percentage

Sharing 6

9

Quality performance 7

Web portal 14

Flexible process 12

Using DBMS 2

50

11

13

8

3

channel

maintenance

Accurate

information

Strategic

administration

Record

keeping


making through HRIS

When the employees are asked this question 10% of them replied that Proper handling of all internal and external information can be effective to improve HR decision-making process, another 22% employees referred that integrated resource management & effective channel maintenance will create a flow in this regard, moreover 26% employees suggested that by giving right information at the right time I mean maintaining accuracy of the information can be fruitful here. 16% people listed that the top management should be strategic in dealing with administrative activities instead of spending working hours dealing with non-

administrative side of HR. Very few people (6%) opined that HRIS can improve HR decision making in ways like availability of information on wide range of data, reducing time consumption in human resource analysis which is only

ds keeping of all relevant information. According to the statement of 20% employees increased number of organization's gathering, storing, and analysing

Percentage

12 %

18 %

14 %

28 %

24 %

4 %

100 %

10

Using

technology


Figure:

Interpretation: HRIS allows employees to exchange information with greater ease and without the need for paper through the provision of a single location for announcements, external web links, and company policies. Thus sharing information can play vital rfrom the feedback of 12% employees. 18% employees referred that HRIS is designed to store information that should be centralized and accessed easily from anywhere within the company, which also serves to reduce redundancy withinstatement that quality performance enable employees and employers to communicate and share official information in a quick and flexible process. 28% employees commented that having a substantial impact on the importance of human resource departments, leading to a more strategic/managerial role and contributing to the organization’s competitiveness, as well as creating new paths for HR to add value to the organization. An effective web portal can make combination among all these things. 24% employees agreed on the point that with the help of automation, HRIS has made the process flexible to distribute information easily. Very few people (4%) referred that through using the DBMS (Database Management System) dissemination of information would be more effective.

3. How HRIS is important for ensuring security concerns?

Statement Law enforcement

Security informationSystem implementationSecure confidentialitySoftware maintenance

Cracking knowledge

Total

6

0

2

4

6

8

10

12

14

16

Sharing Storing


Page 52

Figure: Ability to disseminate information

HRIS allows employees to exchange information with greater ease and without the need for paper through the provision of a single location for announcements, external web links, and company policies. Thus sharing information can play vital role here which is collected from the feedback of 12% employees. 18% employees referred that HRIS is designed to store information that should be centralized and accessed easily from anywhere within the company, which also serves to reduce redundancy within the organization. 14% employees agreed with the statement that quality performance enable employees and employers to communicate and share official information in a quick and flexible process. 28% employees commented that having a

e importance of human resource departments, leading to a more strategic/managerial role and contributing to the organization’s competitiveness, as well as creating new paths for HR to add value to the organization. An effective web portal can make

ion among all these things. 24% employees agreed on the point that with the help of automation, HRIS has made the process flexible to distribute information easily. Very few people (4%) referred that through using the DBMS (Database Management System)

emination of information would be more effective.


Number Percentage Law enforcement 12

Security information 7 System implementation 7 Secure confidentiality 6 Software maintenance 13

Cracking knowledge 5

50

9

7

14

12

Storing Quality

performance

Web portal Flexible

process


HRIS allows employees to exchange information with greater ease and without the need for paper through the provision of a single location for announcements, external web

ole here which is collected from the feedback of 12% employees. 18% employees referred that HRIS is designed to store information that should be centralized and accessed easily from anywhere within the company,

the organization. 14% employees agreed with the statement that quality performance enable employees and employers to communicate and share official information in a quick and flexible process. 28% employees commented that having a

e importance of human resource departments, leading to a more strategic/managerial role and contributing to the organization’s competitiveness, as well as creating new paths for HR to add value to the organization. An effective web portal can make

ion among all these things. 24% employees agreed on the point that with the help of automation, HRIS has made the process flexible to distribute information easily. Very few people (4%) referred that through using the DBMS (Database Management System)


Percentage 24 % 14 % 14 % 12 % 26 %

10 %

100 %

2

Using DBMS


Figure:

Interpretation: 24% employees told that proper enactment and enforcement of laws are needed for security concerns. 14% people saidflow here. Another 14% people commented that systems are most susceptible to breaches and other security concerns during the implementation phases. Employers should work closely with vendors and managers to make sure that security is maintained throughout implementation phases and as the system become more regularly used. 12% staffs suggested that HRIS is totally a company's database. It ensures and maintains proper privacy and security of employees,prospective employees, and company's confidential information. It allows managers and officers to be aware of any possible incidents to be happened. Securing confidential information will create faith among them for ensuring security. Many people (26%) agusing and maintaining software every organization can maintain their security of data with the help of information technology. 10% people talked about the fact that electronic devices could be cracked at anytime but HRIS would

4. How HRIS help your organization to provide incentives based upon performance?

StatementEncouraging performers

Showing the check list

Affordable HRIS

Target fulfilmentChanging views

Managing information

Total

12

7

0

2

4

6

8

10

12

14

Law

enforcement

Security

information


Page 53

Figure: Importance of HRIS for ensuring security

24% employees told that proper enactment and enforcement of laws are needed for security concerns. 14% people said that providing security related information can create a flow here. Another 14% people commented that systems are most susceptible to breaches and other security concerns during the implementation phases. Employers should work closely with

agers to make sure that security is maintained throughout implementation phases and as the system become more regularly used. 12% staffs suggested that HRIS is totally a company's database. It ensures and maintains proper privacy and security of employees,prospective employees, and company's confidential information. It allows managers and officers to be aware of any possible incidents to be happened. Securing confidential information will create faith among them for ensuring security. Many people (26%) agreed with the statement that using and maintaining software every organization can maintain their security of data with the help of information technology. 10% people talked about the fact that electronic devices could be cracked at anytime but HRIS would never be cracked by the bad people.


Statement Number Percentage Encouraging performers 11

Showing the check list 8

Affordable HRIS 15

Target fulfilment 10

Changing views 4

Managing information 2

50

7 76

13

Security

information

System

implementation

Secure

confidentiality

Software

maintainance


24% employees told that proper enactment and enforcement of laws are needed that providing security related information can create a

flow here. Another 14% people commented that systems are most susceptible to breaches and other security concerns during the implementation phases. Employers should work closely with

agers to make sure that security is maintained throughout implementation phases and as the system become more regularly used. 12% staffs suggested that HRIS is totally a company's database. It ensures and maintains proper privacy and security of employees, prospective employees, and company's confidential information. It allows managers and officers to be aware of any possible incidents to be happened. Securing confidential information will

reed with the statement that using and maintaining software every organization can maintain their security of data with the help of information technology. 10% people talked about the fact that electronic devices could be


Percentage 22 %

16 %

30 % 20 %

8 %

4 %

100 %

5

Software

maintainance

Cracking

knowledge


Figure: Ways of providing incentives based upon performance

Interpretation: 22% staffs told that maintaining HR functions with the help of sophisticated technology helps the management to observe skills & performance of the employees that is highly motivating for the efficient performers. 16% employees agreed that by showing the check list of employee’s performance the organization can provide incentives based upon performanceof the employees. 30% people referred that when a company invest in an affordable HRIS, it suddenly becomes capable of handling its workforce by looking at two of the primary components: that of payroll and HR. Beyond these software solutions, companies aHRIS modules that help them put the full productivity of their workforce to use, including the varied experiences, talents, and skills of all staffs within the enterprise. 20% employees give their consent that by evaluating the employee's percould uplift their organization for providing incentives judging the performance. Only 8% people said that HRIS can help to alter the view of employee's performance incentives base from a “snapshot” approach to a “progressive” approach. With employee performance being tracked on paper, it is difficult to see the continuous process of employee development and performance. With employee data being saved and available in one place using HRIS, the journey becomes clear and it is easier to spot patterns and see improvements. Very few people (4%) expressed their view that performance can be easily tracked on the HR databases. So, performance based compensation has become easier to measure than before but the fact is thameasured tactfully.

11

0

2

4

6

8

10

12

14

16

Encouraging

performers

Showing the

check list


Page 54


22% staffs told that maintaining HR functions with the help of sophisticated management to observe skills & performance of the employees that is

highly motivating for the efficient performers. 16% employees agreed that by showing the check list of employee’s performance the organization can provide incentives based upon performanceof the employees. 30% people referred that when a company invest in an affordable HRIS, it suddenly becomes capable of handling its workforce by looking at two of the primary components: that of payroll and HR. Beyond these software solutions, companies aHRIS modules that help them put the full productivity of their workforce to use, including the varied experiences, talents, and skills of all staffs within the enterprise. 20% employees give their consent that by evaluating the employee's performance on the basis of target fill up they could uplift their organization for providing incentives judging the performance. Only 8% people said that HRIS can help to alter the view of employee's performance incentives base from a

a “progressive” approach. With employee performance being tracked on paper, it is difficult to see the continuous process of employee development and performance. With employee data being saved and available in one place using HRIS, the journey becomes

ar and it is easier to spot patterns and see improvements. Very few people (4%) expressed their view that performance can be easily tracked on the HR databases. So, performance based compensation has become easier to measure than before but the fact is that information should be

8

15

10

4

Showing the

check list

Affordable

HRIS

Target

fulfillment

Changing views



22% staffs told that maintaining HR functions with the help of sophisticated management to observe skills & performance of the employees that is

highly motivating for the efficient performers. 16% employees agreed that by showing the check list of employee’s performance the organization can provide incentives based upon performance of the employees. 30% people referred that when a company invest in an affordable HRIS, it suddenly becomes capable of handling its workforce by looking at two of the primary components: that of payroll and HR. Beyond these software solutions, companies also invest in HRIS modules that help them put the full productivity of their workforce to use, including the varied experiences, talents, and skills of all staffs within the enterprise. 20% employees give

formance on the basis of target fill up they could uplift their organization for providing incentives judging the performance. Only 8% people said that HRIS can help to alter the view of employee's performance incentives base from a

a “progressive” approach. With employee performance being tracked on paper, it is difficult to see the continuous process of employee development and performance. With employee data being saved and available in one place using HRIS, the journey becomes

ar and it is easier to spot patterns and see improvements. Very few people (4%) expressed their view that performance can be easily tracked on the HR databases. So, performance based

t information should be

2

Changing views Managing

information


5. How HRIS have increased coordination between HR department and top administrators?

StatementRegular inspections

ConsultationGood linkage

Reduce gapExchange information

Teamwork

Total

Figure: Increasing coordination between HR department and top administrators

Interpretation: 28% staffs opined that regular inspection would create linkage between the HR department and top administrators. 22% people expressed their notion that frequent conversations among all levels of employees facilitate HRIS to convey information about the HR policies and other information to top management. This helps both top management and functional department to make right decisions. 18% people give their opinion that transferring written form is difficult. So if they can store info in computer system then anyone relating this issue can search from anywhere which is easy and safe. Thus it'll create gemployees of all levels. 6% people suggested that HRIS has significantly reduced the communication gap from the HR and top administrators and also has helped HR functions to align itself with the company’s core business strategy. Somemaking direct interaction between HR department & top administrators by using intranet and internet based communication for exchanging information among the employees. 18% people told that HR collects information from emplorelationship from top to bottom line employees that create congenital atmosphere for effective teamwork.

14

0

2

4

6

8

10

12

14

16

Regular

inspections

Consultation


Page 55


Statement Number Percentage Regular inspections 14 28

Consultation 11 22Good linkage 9 18

Reduce gap 3 Exchange information 4

Teamwork 9 18 %

Total 50 100 %


28% staffs opined that regular inspection would create linkage between the HR administrators. 22% people expressed their notion that frequent

conversations among all levels of employees facilitate HRIS to convey information about the HR policies and other information to top management. This helps both top management and

department to make right decisions. 18% people give their opinion that transferring written form is difficult. So if they can store info in computer system then anyone relating this issue can search from anywhere which is easy and safe. Thus it'll create good linkage among the employees of all levels. 6% people suggested that HRIS has significantly reduced the communication gap from the HR and top administrators and also has helped HR functions to align itself with the company’s core business strategy. Some employees (8%) highlighted that making direct interaction between HR department & top administrators by using intranet and internet based communication for exchanging information among the employees. 18% people told that HR collects information from employees of every department that build up the relationship from top to bottom line employees that create congenital atmosphere for effective

11

9

3

4

Consultation Good linkage Reduce gap Exchange

information



Percentage 28 % 22 % 18 % 6 % 8 %

18 %

100 %


28% staffs opined that regular inspection would create linkage between the HR administrators. 22% people expressed their notion that frequent

conversations among all levels of employees facilitate HRIS to convey information about the HR policies and other information to top management. This helps both top management and

department to make right decisions. 18% people give their opinion that transferring written form is difficult. So if they can store info in computer system then anyone relating this

ood linkage among the employees of all levels. 6% people suggested that HRIS has significantly reduced the communication gap from the HR and top administrators and also has helped HR functions to

employees (8%) highlighted that making direct interaction between HR department & top administrators by using intranet and internet based communication for exchanging information among the employees. 18% people

yees of every department that build up the relationship from top to bottom line employees that create congenital atmosphere for effective

9

Exchange

information

Teamwork


PART III: YES/NO TYPE QUESTIONNAIRE

Advantages/disadvantages of installing HRIS in the organizationMeet expectations

Better utilization

Understood HRIS

Provide flexibility

Value addition

Effective promotion

Strategic partner

Difficult to operate

Cost effective

Reduce employee’s turnover

Figure: Advantages/disadvantages of installing HRIS in the organization

43

48

7

2

0

10

20

30

40

50

60


Page 56

PART III: YES/NO TYPE QUESTIONNAIRE

Advantages/disadvantages of installing HRIS in the organization

Yes Percentage No

43 86 % 7

48 96 % 2

37 74 % 13

42 84 % 8

39 78 % 11

40 80 % 10

34 68 % 16

21 42 % 29

40 80 % 10

Reduce employee’s turnover 41 82 % 9


37

4239 40

34

13

811 10

16

Yes No


Percentage

14 %

4 %

26 %

16 %

22 %

20 %

32 %

58 %

20 %

18 %


21

40 41

29

10 9


Page 57

Interpretation: When the employees are asked to give feedback regarding the advantages and disadvantages of installing HRIS in the organization based on Yes/No questionnaire 43 employees said that HRIS have met their expectations whereas remaining 7 employees replied negatively. Most of the people (48 employees) referred that HRIS could be better utilized and only 2 employees said no. 37 employees told that they know how to use HRIS on the other hand 13 employees said that they don't have any idea how to operate HRIS. That means employees should provide training for adjusting with HRIS. 42 employees opined that HRIS provide flexibility for the employees whereas only 8 employees are against this statement. 39 employees mentioned that HRIS has added value to the organization but 11 employees denied the value addition of HRIS. 40 people remarked that HRIS is effective for better promotion decisions and 10 employees are dead against of this point. 34 staffs talked about the fact that HRIS have made HR a more strategic partner on the contrary 16 people opposed the statement. 21 employees mentioned that they face difficulties to operate HRIS and 29 people referred that they can smoothly use HRIS. When the question arise about the cost effectiveness of HRIS 40 employees give positive feedback and remaining 10 employees argued that huge amount of cost is involved with the installment of HRIS. 41 people said that HRIS helps to reduce employee’s turnover rate but 9 employees talked about the increasing turnover rate for the use of HRIS.

PART IV – VARIOUS DIMENSIONS OF HRIS

Dimensions Strongly disagree

Disagree Neutral Agree Strongly

agree Availability 5 6 15 19 5

Reduce paperwork. 8 2 4 24 12

Decrease cost 9 4 7 17 13

Minimize training expenses. 8 10 5 20 7

Reduce recruiting expenses. 7 10 10 21 2

Decrease data input expense. 10 8 9 15 8

Clear instruction 6 5 11 16 12

Work independence 9 9 10 13 9

Prioritize employees 6 5 9 22 7

Fair compensation 3 6 20 15 6

Sound work environment 9 3 8 19 11

Employees empowerment 5 10 9 16 10

Work motivation 9 8 12 9 12

Meeting strategic goals 9 2 14 17 7


Interpretation: When the employees are asked to opine their agreement or disvarious dimensions of HRIS 5 employees strongly disagree about the availability of HRIS whereas 6 employees only disagree with the statement and 15 employees abstain from giving opinion on this point. On the contrary 19 employees agreed about the availability of HRIS and 5 employees strongly agree with it. When the question arise about the reduction of paperwork 8 people strongly disagree with it and 2 people just disagree on this point but 4 people denied to make any comment. At the other extreme 24 people give positive feestrongly agree with it. When it's point where 4 staffs disagree with the statement and 7 staffs restrain themselves from making any comment. On the other hand 17 staffs When it's the matter of training cost 8 employees strongly disagree with the point and 10 employees only disagree about it. Moreover 5 employees keep themselves away from making any statement. On the contrary 20 employees agree and 7 employees strongly agree on this point. 7 people strongly disagree that implementation of HRIS reduce recruitment expenses, 10 people normally disagree with it and 10 other people were in neutral position. But pleasant fact21 people are agreed and only 2 people strongly agree with it. 10 employees strongly disagree about the data input cost through HRIS whereas 8 employees only disagree with the statement and 9 employees abstain from giving opinion on this point. O

0

5

10

15

20

25

30

Strongly disagree


Page 58

Figure: different dimensions of HRIS

When the employees are asked to opine their agreement or disof HRIS 5 employees strongly disagree about the availability of HRIS

whereas 6 employees only disagree with the statement and 15 employees abstain from giving opinion on this point. On the contrary 19 employees agreed about the availability of HRIS and 5 employees strongly agree with it. When the question arise about the reduction of paperwork 8 people strongly disagree with it and 2 people just disagree on this point but 4 people denied to make any comment. At the other extreme 24 people give positive feestrongly agree with it. When it's the concern of decreasing cost 9 staffs strongly disagree with the point where 4 staffs disagree with the statement and 7 staffs restrain themselves from making any comment. On the other hand 17 staffs agree and 13 staffs strongly agree with the statement. When it's the matter of training cost 8 employees strongly disagree with the point and 10 employees only disagree about it. Moreover 5 employees keep themselves away from making

ontrary 20 employees agree and 7 employees strongly agree on this point. 7 people strongly disagree that implementation of HRIS reduce recruitment expenses, 10 people normally disagree with it and 10 other people were in neutral position. But pleasant fact

and only 2 people strongly agree with it. 10 employees strongly disagree about the data input cost through HRIS whereas 8 employees only disagree with the statement and 9 employees abstain from giving opinion on this point. On the contrary 15 employees

Strongly disagree Disagree Neutral Agree


When the employees are asked to opine their agreement or disagreement on of HRIS 5 employees strongly disagree about the availability of HRIS

whereas 6 employees only disagree with the statement and 15 employees abstain from giving opinion on this point. On the contrary 19 employees agreed about the availability of HRIS and 5 employees strongly agree with it. When the question arise about the reduction of paperwork 8 people strongly disagree with it and 2 people just disagree on this point but 4 people denied to make any comment. At the other extreme 24 people give positive feedback and 12 people

9 staffs strongly disagree with the point where 4 staffs disagree with the statement and 7 staffs restrain themselves from making

agree and 13 staffs strongly agree with the statement. When it's the matter of training cost 8 employees strongly disagree with the point and 10 employees only disagree about it. Moreover 5 employees keep themselves away from making

ontrary 20 employees agree and 7 employees strongly agree on this point. 7 people strongly disagree that implementation of HRIS reduce recruitment expenses, 10 people normally disagree with it and 10 other people were in neutral position. But pleasant fact is that

and only 2 people strongly agree with it. 10 employees strongly disagree about the data input cost through HRIS whereas 8 employees only disagree with the statement

n the contrary 15 employees

Agree Strongly agree


Page 59

agreed about the reduction of data input cost through HRIS and 8 employees strongly agree with it. When the question arise about the clear instructions using HRIS 6 people strongly disagree with it and 5 people just disagree on this point but 11 people denied to make any comment. At the other extreme 16 people give positive feedback and 12 people strongly agree with it. When it's the matter of work independence 9 employees strongly disagree with the point and 9 employees only disagree about it. Moreover 10 employees keep themselves away from making any statement. On the contrary 13 employees agree and 9 employees strongly agree here. 6 people strongly disagree that implementation of HRIS gives priority to the employees, 5 people normally disagree with it and 9 other people were in neutral position. But pleasant fact is that 22 people are agree and only 7 people strongly agree with it. 3 employees strongly disagree about the fact that they get fair compensation through the use of HRIS whereas 6 employees only disagree with the statement and 20 employees abstain from giving opinion on this point. On the contrary 15 employees agreed about the fair compensation of HRIS and 6 employees strongly agree with it. 9 employees strongly disagree with the statement that they get congenital working environment in the workplace and 3 employees only disagree about it. Moreover 8 employees keep themselves away from making any statement. On the contrary 19 employees agree and 11 employees strongly agree here. When the question arise about the employees empowerment 5 people strongly disagree with it and 10 people just disagree on this point but 9 people denied to make any comment. At the other extreme 16 people give positive feedback and 10 people strongly agree with it. 9 people strongly disagree that implementation of HRIS works as a motivating factor to the employees, 8 people normally disagree with it and 12 other people were in neutral position. At other extreme 9 people are agree and 12 people strongly agree with it. When it's the concern of meeting strategic goals using HRIS 9 staffs strongly disagree with the point where 2 staffs disagree with the statement and 14 staffs restrain themselves from making any comment. On the other hand 17 staffs agree and 7 staffs strongly agree with the statement.

PART V – BARRIERS TO IMPLEMENT HRIS

Ranking No.

Barriers Points

1. Infrastructural development 191 2. Technological knowledge 194 3. IT expert 206 4. Management’s reluctance 208 5. Internal resistance 212 6. Ineffective ROI 214 7. Hard maintenance 216 8. Privacy issues 230 9. Conversion cost 253


Interpretation: When the employees are asked to rank the barriers of implementing HRIS they said "Cost of infrastructural regard. Without infrastructural development fundamental requirement for this. The employees ranked "the second most important barrier for this purpose. If there is little technological knowledge then the infrastructural development won't be fruitful. Then the employees focus on "expert" as the barrier which is bit similar to some extent with thediscretion is that it specifically training doesn't develop much that's why there is scarcity of IT experts in our country. After that the employees marked "Top manaimplementing HRIS in telecommunication industry which is almost related to bureaucracy in public organizations. If the top management don't extend their helping hand then it would be very difficult to materialize HRIS in any organization. On the contrary "resistance to implement HRISstart making change without their permission. They may resist in fear of job securireason may be their inability to operate HRIS. Then the staffs emphasized on "on investment (ROI)". It's a measure of the monetary benefits obtained by an organization over a

191 194

0

50

100

150

200

250

300


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Figure: Barriers to implement HRIS

When the employees are asked to rank the barriers of implementing HRIS they Cost of infrastructural development" is the first and foremost important barrier in this

infrastructural development all other efforts are worthless because it's the fundamental requirement for this. The employees ranked "Lack of technological knowledge

cond most important barrier for this purpose. If there is little technological knowledge then the infrastructural development won't be fruitful. Then the employees focus on "

" as the barrier which is bit similar to some extent with the previous point. But the discretion is that it specifically means the internet based technology. As the culture of IT related training doesn't develop much that's why there is scarcity of IT experts in our country. After that

Top management’s reluctance" as the obstacle on the way of implementing HRIS in telecommunication industry which is almost related to bureaucracy in public organizations. If the top management don't extend their helping hand then it would be

rialize HRIS in any organization. On the contrary "Organizational internal resistance to implement HRIS" could be another hindrance if the authority takesstart making change without their permission. They may resist in fear of job securireason may be their inability to operate HRIS. Then the staffs emphasized on "

a measure of the monetary benefits obtained by an organization over a

194206 208 212 214


When the employees are asked to rank the barriers of implementing HRIS they is the first and foremost important barrier in this

all other efforts are worthless because it's the Lack of technological knowledge" as

cond most important barrier for this purpose. If there is little technological knowledge then the infrastructural development won't be fruitful. Then the employees focus on "Shortage of IT

previous point. But the the internet based technology. As the culture of IT related

training doesn't develop much that's why there is scarcity of IT experts in our country. After that " as the obstacle on the way of

implementing HRIS in telecommunication industry which is almost related to bureaucracy in public organizations. If the top management don't extend their helping hand then it would be

Organizational internal authority takes the initiative to

start making change without their permission. They may resist in fear of job security, another reason may be their inability to operate HRIS. Then the staffs emphasized on "Ineffective return

a measure of the monetary benefits obtained by an organization over a

216230

253


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specified time period in return for a given investment. Looking at another way, ROI is the extent to which the benefits (outputs) of HRIS exceed the costs (inputs). In this stage the employees focus on "Difficult to maintain HRIS". It's because of expertise knowledge, additional equipments and other necessary things. Before last the employees prioritize "Privacy issues for employees". The reason is that where all the related information about the employees is gathered there is always a chance to disclose the personal information of the employees. So in fear of this leakage of the privacy employees want to avoid the implementation of HRIS. Last of all the people mentioned that "Conversion cost (from traditional approach to HRIS)" create obstacle here. Conversion is both the process in which an organization changes its structure, strategies, operational methods, technologies, or organizational culture to adapt with the changing world. While transition is a normal, natural and necessary human process, some people deny and avoid it.


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Findings Human Resource Information System (HRIS) is used to gather and maintain the data that

describe human resources, transforming data into information and then reporting the information to users. The use of a HRIS would reduce HR costs by automating information and reducing the need for large numbers of HR employees; by helping employees to control their personal information; and by allowing managers to access relevant information and data, conduct analysis, decide, and communicate with others without consulting an HR professional. Despite having several obvious benefits of this technology, organizations, especially from developing & under developed countries, are not in the position to enjoy the full benefits of HRIS due to some obstacles and challenges interrupting the proper implementation. Two important barriers have been identified, such as; lack of knowledge of HR department about HRIS and less focus on HR department. The implementation of HRIS causes some problems such as lack of expertise, technical problems, lack of funds, and time consumption by the untrained staff. Three major challenges for the organization have also been marked. First challenge is an inconsistency in the importance attributed to HRIS resulting difficulties on holding management commitment to the project and in obtaining the resources necessary to fully develop the new or upgraded HRIS. Second challenge is a tendency to underestimate the complexity of the HRIS and its impact on the behavior and processes of the organization. The barrier to user acceptance of the HRIS and the consequent underestimation of the importance of change management is the final challenge behind the effective implementation of HRIS in business. In the last few years, the job market has undergone some fundamental changes in terms of technologies, sources of recruitment, competition in the market etc. From observation, face-to-face interview and multiple choice option based questionnaire some general findings came up with which are as follows:

a. Lack of work-life-balance In telecommunication industry it is one of the major problem they don’t have any work life balance especially in Human Resource Department. Most of the employees in this department aren’t getting fulfilment from their work. It doesn’t connect to their passion or they are not happy with their job. Employee engagement levels within this organization are shockingly low, but that’s just another indicator of this bigger problem.

b. Lack of motivation in contractual employees One way that managers can motivate employees is to actively involve them in the decision making process. When workers feel that they are directly tied to the results of the business, they're often more eager to do their part to help the company. Another common motivation policy is to offer bonuses or other financial incentives, such as profit-sharing plans. But unfortunately in telecommunication industry contractual employees did not get handsome benefits so after they get recruited few months later they lost their motivation which is not a very good sign for the company.


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c. Cultural bridge Telecommunication industry works as a cultural bridge to tie among the nations of the world. Especially, the trade and investment routines of the particular country would provide direction for the strategic partnering companies to serve the specific market.

d. Business linkage Telecommunication industry uses their networks across Bangladesh to secure connectivity and utilize their competencies in operational activities.

e. Effective communication Proper communication and training is provided to the general users made them more confident in using the software (HRIS). Confusion regarding the software among users was clarified.

f. Lack of adapting “Going Green Policy” In "Green Growth, Green Profit," the business benefits and profits from green, or sustainable, practices. Organizations increase profits, reduce costs and protect the environment with green practices, green technologies and green goods and materials. Some companies embrace sustainable business practices from inception, but others make changes to green business practices through "going green" business policies to change employees' habits and companies' operations and services. Now a day’s every organization using this policy and telecommunication industry needs to adapt this sort of policy. Other factors are described below:

a. A disadvantage of HRIS involves human error during information input, costly technology to update in system and malfunctions.

b. There is a demand for computer and technology specialists with general information technology knowledge, and finding a qualified specialist with human resources functional area knowledge can be difficult.

c. With such a demand, companies cost to hire an HRIS specialist may be far above the average salary for a computer technology specialist.

d. Top management is very committed and enthusiastic about development of this software (HRIS). They considered the project as an investment.

e. The need analysis of the employees isn’t done in an effective way. f. The team for implementing HRIS is committed to complete the operations maintaining

time, quality and cost parameters. g. In general, Bangladesh companies and people lack documentation skills and systematic

work process skills. The continuity of work could be lost due to this. Especially, many of the companies face difficulties in times of employee turnover.

h. Another impact of the lack of methodical approach is difficulties in quality control.


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Chapter SixChapter SixChapter SixChapter Six

(Recommendations and Conclusion)(Recommendations and Conclusion)(Recommendations and Conclusion)(Recommendations and Conclusion)


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Recommendations The results concerning the impact of HRIS in telecommunication industry setting are

encouraging, but mixed. The managers overall are satisfied with the system, but don’t yet see many benefits from its usage outside of its effect on information and information sharing. Part of the problem may stem from the type of organizations that were sampled. Recruiting, hiring, and training probably are handled somewhat differently for telecommunication industry employees as compared to employees of other organizations, so HRIS in its current form may not yet have had much positive impact in these areas. Yet, it appears that there is potential for these benefits, as a large majority of the managers believed that the HRIS isn’t being fully utilized. An indication of another potential problem was revealed in the answers to open-ended questions on the survey seeking additional feedback. Frequently mentioned by the respondents was the need for more training on the system. They believed that additional and better training would lead to better results. Several of the responses also reinforced the notion that the system was being underutilized and that they were not taking full advantage of the capabilities. They believed that other applications were needed and that the system could be more effectively utilized with the addition of some other features that were not currently part of the system. So, the potential contributions of HRIS are recognized, but further advances are need before the potential can be realized. According to my work on telecommunication industry, I have identified some sectors where some development can happen; here are those, Steps to be followed in implementing HRIS The following steps are involved in developing and implementing HRIS

a. Inception of idea The first step of HRIS implementation is the inception of the idea. The need of the telecommunication industry to have HRIS software must be realized and agreed by the top management. It is an investment and management needs to keep it in mind.

b. Feasibility study

A proper feasibility study will help the management to make the decision based on facts and figures. As this is an investment the feasibility of HRIS must be assessed.

c. Balancing work-life Alternate work schedules (flexi time) provide a powerful tool for management that can be used to fulfil business needs, accommodate a changing workforce, assist with recruitment and retention, and help employees achieve a better work-life balance.

d. Benefits and Employee’s motivation In the light of the findings it’s recommend that management to take initiatives in finding out which benefits work well and why. This could be done by creating an environment conducive for information sharing and brain storming.


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e. Vendor analysis Selecting the right software developer is another challenge. The capability, track record and good will of the developers must be taken into consideration. The requirement of the organization must be shared with the developers clearly without ambiguity. The existing processes can be clarified with them, if required.

f. Training Training usually begins as soon as possible after the contract has been signed. First, the members of the project team are trained to use the HRIS. Toward the end of the implementation, the human resource representation will train managers from other departments in how to submit information to the HRIS and how to request information from it.

g. Collecting data Required data to enter in the software should be collected in due process. A team of HR needs to be deployed to collect data for the software. Data validation is also required. This is a very critical part of the project.

h. Going Green Policy Eco-friendly literally means earth-friendly or not harmful to the environment. This term most commonly refers to products that contribute to green living or practices that help conserve resources like water and energy. Eco-friendly products also prevent contributions to air, water and land pollution. Telecommunication industry can engage in eco-friendly habits or practices by being more conscious of how you use resources reducing extra usage of papers, bags and many more.

i. Maintenance Once the software has been installed regular maintenance and performance monitoring is essential. For effectiveness annual maintenance contract can be signed with the software development company.

j. Evaluation After running the software for a certain period of time the performance evaluation will be done. What value the software has added since its inception needs to be evaluated.


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Conclusion Human resources are important asset for telecommunication industry as it is the only face

where if an organization lacks they have to recompense in form of their competitiveness. By implementing HRIS, telecommunication industry can have ball in their feet. HRIS helps the organizations in planning their human resources both quantitatively and qualitatively. Being an information system of human resources, it can store voluminous data about the employees, that not only helps in identifying the occupied and unoccupied positions but also whether the person at particular position is fit for the job or not. Other advantages of HRIS include healthier HR decisions and enhanced supervision and control of manpower. HRIS also helps in reducing various costs like labour cost, recruitment cost etc as it is computerized system. By adding the employee’s information in HRIS and analyzing that information using the same helps in reducing various costs. Erstwhile these advantages, HRIS exert outstanding strategic activities by HR managers. These activities include training and development management, succession planning, applicant tracking in recruitment and selection and manpower planning, personnel information and identification (attendance tracking, etc), salary planning, absenteeism analysis, turnover analysis and work scheduling. These deeds can be explained as HRIS compares the job position with candidate’s qualification and capabilities and hence helps in identifying the training to be given to fill this gap. However, in the case of specific HR tasks, the degree of the support depended on the type of organization. Larger firms/companies experienced a great deal of HRIS support in most of the strategic HR tasks namely communication, human resource development and workplace learning, career management, business process reengineering, and decision-making. On the contrary, HRIS usage in support of commitment management, and managing trade union relations with organizations did not reveal any significant difference in proportion of users in SME and large companies. It implies that users of HRIS need to identify their strategic HR tasks and organization type before embarking on any HRIS implementation in order to enjoy the full benefit of using HRIS both to HR professionals and to the organization as a whole. HRIS also helps in tracking the attendance of the employees to know their regularity and devotion for the organization. This not only helps in salary planning but performance management also. It showed that HR professionals agree that the HRIS usage for HR tasks leads to enhance professional standing in telecommunication industry. This was in line with HR professionals both provide value to the organization and improve their own standing in the organization by using HRIS. The implications of this disclosure are that HR professionals will need to develop their IT skills and become abreast with HRIS’ technology in order to remain competitive in the labor market. This means that firms will also need to develop and plan HRIS training programs for both prospective and existing HR professionals in line with specific HR tasks since enhanced professional standing implies effective and efficient work-force which leads to improved performance and increased output resulting to higher profit margins and acceptable returns on investment (ROI).


AppendixAppendixAppendixAppendix

1. Bibliography 2. Questionnaire 3. Terms and acronyms


Bibliography Websites:

1. www.btrc.gov.bd 2. www.teletalk.com.bd 3. www.bd.airtel.com 4. www.citycell.com 5. www.robi.com.bd 6. www.banglalinkgsm.com 7. www.grameenphone.com 8. www.hrpayrollsystems.net/hris

Books:

1. Calculating return on investment for HRIS – by Roberts, B. (1999), Vol. 86, No. 2, pp. 356–366.

2. HRIS: A review and model development” – by Milton Mayfield, Jacky Mayfield and Steve Lunce (2003)Vol.33,No. 2, pp. 249-264.

3. Human resource information systems: a review and empirical analysis – by Ngai, E.W.T. and Wat F.K.T. (2006) Vol. 90, No. 1, pp. 144–152.

Reports:

i. Annual report of BTRC 2014-2015 ii. Annual report of Grameenphone, 2015 iii. Annual report of Banglalink, 2015 iv. Annual report of Airtel, 2015 v. Annual report of Robi, 2015 vi. Annual report of Teletalk, 2015 vii. Annual report of Citycell, 2015

Journals:

a) Ball, K. S. (2001). The use of human resource information systems: A survey.

Personnel Review, Vol. 30 No. 6, pp. 677-693.

b) Haines, V.Y., & Petit, A. (1997). Conditions for successful human resource information

systems. Human Resource Management, Vol. 36 No. 2, pp.261-275.

c) Lengnick-Hall, M. L., & Moritz, S. (2003). The impact of e-HR on the human resource

management function. Journal of Labor Research, Vol. 24 No. 3, pp.365-379.


Questionnaire

This study is a requirement for fulfillment of MBA program at Leading University, Sylhet. The

name of my topic is “Human Resource Information System: A study on Telecommunication

Industry of Bangladesh” The purpose of the study is to determine the effects of introduction of

information system on HR practices in Telecommunication industry of Bangladesh. The findings

will provide the industry with information necessary to help improve on the employee efficiency

and motivation and this will intern improve on employees’ productivity. This is an academic

exercise and all information will be treated with confidentiality. Your participation is highly

appreciated

PART I – DEMOGRAPHIC INFORMATION

1. Gender: Male Female

2. Age: 20-30 30-40 40-50 Over 50

3. Education: Graduation Degree Masters PhD Other:………………

4. Marital status: Single Married

5. In which organization do you work?

GP Banglalink Airtel Robi Teletalk Citycell

6. How long have you working in Telecommunication industry?

>5 years 5-10 yrs 10-15 yrs 15-20 yrs <20 years

7. Designation: Assistant Officer Officer Assistant Manager Manager

Senior Manager Executive Senior Executive Others

I – DEMOGRAPHIC INFORMATION PART DEMOGRAFORMATION


PART I I – EXPLANATION TYPE QUESTIONNAIRE

1. How HRIS can improve HR decision-making more effective? Ans:-

2. How HRIS has improved the ability to disseminate information? Ans:-

3. How HRIS is important for ensuring security concerns? Ans:-

4. How HRIS help your organization to provide incentives based upon performance? Ans:-

5. How HRIS have increased coordination between HR department and top administrators? Ans:-

Please tick (✓) the box that best fits your opinion for each statement Advantages/disadvantages of installing HRIS in the organization Yes No

a) Does HRIS have met your expectations?

b) Do you think HRIS could be better utilized?

c) Do you understand how to use the HRIS?

d) Does HRIS provide flexibility?

e) Does the information generated from HRIS have added value to the firm?

f) Does HRIS help to make more effective promotion decisions?

g) Does HRIS have made HR a more strategic partner in the institution?

h) Do you think it’s difficult to operate HRIS in the institution?

i) Do you think HRIS is cost effective for the organization?

j) Is HRIS helpful to reduce employee’s turnover?

Part III: YES/NO TYPE QUESTIONNAIRE


PART IV – VARIOUS DIMENSIONS OF HRIS

Please answer this section by (✓) rating the following statements by ticking only one appropriate box on the side of each question, where 1= strongly disagree, 2 = Disagree, 3 = fair, 4 = Agree, 5 = strongly agree, which best corresponds with your opinion.

DIMENSIONS

1. The modules of HRIS that have installed is available

for use 1 2 3 4 5

2. HRIS has decreased the time spent on processing

paperwork.

1 2 3 4 5

3. HRIS has decreased cost per hire. 1 2 3 4 5

4. HRIS has decreased training expenses. 1 2 3 4 5

5. HRIS has decreased recruiting expenses. 1 2 3 4 5

6. HRIS has decreased data input expense. 1 2 3 4 5

7. HRIS helps the employees to get clear instruction

from boss

1 2 3 4 5

8. HRIS allows to work independently 1 2 3 4 5

9. HRIS values the services of employees well 1 2 3 4 5

10. I am fairly compensated through the use of HRIS 1 2 3 4 5

11. HRIS helps to ensure sound working environment 1 2 3 4 5

12. HRIS helps to empower employees 1 2 3 4 5

13. Staffs are highly motivated for using HRIS 1 2 3 4 5

14. Administration thinks that HRIS is effective in

meeting strategic goals 1 2 3 4 5


PART V – BARRIERS TO IMPLEMENT HRIS Rank those serially from 1 to 9 on the basis of priority Behavioral Issues Please mark

1. Top management’s reluctance

2. Lack of technological knowledge

3. Cost of infrastructural development

4. Difficult to maintain HRIS

5. Shortage of IT expert

6. Organizational internal resistance to implement HRIS

7. Privacy issues for employees

8. Conversion cost (from traditional approach to HRIS)

9. Ineffective return on investment (ROI)

Thank you very much for your valuable time. Thank you very much for your valuable time. Thank you very much for your valuable time. Thank you very much for your valuable time. Your effort is much appreciatedYour effort is much appreciatedYour effort is much appreciatedYour effort is much appreciated....


Terms and acronyms

B2B Business-to-Business BASIS Bangladesh Association of Software and Information Services BCC Bangladesh Computer Council BCS Bangladesh Computer Samity BoI Board of Investment BRTA Bangladesh Rural Telecom Authority BTRC Bangladesh Telecom Regulatory Commission BTTB Bangladesh Telegraph and Telephone Board CBS Core Banking Software CCOAB Cyber Café Owners’ Association of Bangladesh CDBL Central Depository Bangladesh Limited CPI Consumer Price Index CSR Corporate Social Responsibly EPB Export Promotion Bureau EPS Earning Per Share ERG Existence Relatedness Growth ERP Enterprise Resource Planning FDI Foreign Direct Investment FY Fiscal Year (July to June) GDP Gross Domestic Product HR Human Resource HRIS Human Resource Information Systems HRP Human Resource Planning IBPC ICT Business Promotion Council ICT Information and Communication Technology IS Information System ISP Internet Service Provider ISPAB Internet Service Providers Association of Bangladesh IT Information Technology ITES IT Enabled Services ITU International Telecom Union JV Joint Venture KSA Knowledge, Skill & Attributes LFA Leave Fair Assistance MIS Management Information System MNC Multi National Companies MOICT Ministry of Science and Information and Communication Technology NBR National Board of Revenue R&D Research and Development ROA Return on Assets ROE Return on Equity SICT Support to ICT (task force) SME Small and Medium Enterprise VoIP Voice Over Internet Protocol VSP VoIP Service Providers