RV INSTITUTE OF MANAGEMENT

EFFECTIVENESS OF HUMAN RESOURCE INFORMATION

SYSTEMS IN AUTOMOTIVE INDUSTRY, BANGALORE

Dissertation submitted in partial fulfillment of the requirements for the award

of the Degree of

MASTER OF BUSINESS ADMINISTRATION

Of

BENGALURU CENTRAL UNIVERSITY

By

Amal Tom

REG NO : MB187610

Under the guidance of

Ms. Sowmya D S

Assistant Professor

Rashtreeya Sikshana Samithi Trust

RV INSTITUTE OF MANAGEMENT

CA 17, 36th cross, 26th Main, 4th T Block

Jayanagar, Bangalore- 560041

2019-2020

DECLARATION BY THE STUDENT

I hereby declare that “Effectiveness of Human resource information system in Automotive

industry, Bangalore” is the result of the project work carried out by me under the guidance of

Ms.Sowmya D S, Assistant Professor RVIM, in partial fulfillment for the award of Master’s

Degree in Business Administration by Bangalore University.

I also declare that this project is the outcome of my own efforts and that it has not been

submitted to any other university or Institute for the award of any other degree or Diploma or

Certificate.

Name: Amal Tom Place: Bangalore

Register Number: MB187610 Date :

ACKNOWLEDGEMENT

The successful completion of any task would be incomplete without mentioning the people who

made it possible and whose constant guidance secured as success.

I express my deep sense of gratitude to our Director Dr. Purushottam Bung, R V Institute of

Management, Bangalore for giving me an opportunity to complete the study successfully.

It is with humble sense and gratitude with heartfelt delight to my study guide Ms. Sowmya D S,

Asst. Professor, R V Institute of Management, Bangalore, for her valuable suggestions and

guidance in completion of this study.

I thank all the faculty and staff members of R V Institute of Management who have helped me

directly or indirectly for the successful completion of this study.

Amal Tom

Reg No.: MB187610

Abstract

With the expanding impact of globalization and innovation, organizations have begun to

utilize information systems in different capacities and divisions in the most recent decades. HR

the executives is one of the offices that for the most part use management information systems.

HR information systems support activities, for example, distinguishing possible representatives,

keeping up total records on existing workers and making projects to build up workers' gifts' and

aptitudes. HR systems help senior administration to recognize the labor prerequisites so as to

meet the association's drawn out field-tested strategies and vital objectives. Center administration

utilizes HR systems to screen and break down the enlistment, portion and remuneration of

workers.

Operational administration utilizes HR systems to follow the enlistment and arrangement

of the workers. HRIS can likewise bolster different HR practices, for example, workforce

arranging, staffing, pay programs, pay gauges, pay financial plans and work/representative

relations. In this examination, HRIS discernment and HRIS fulfillment surveys were applied to

HR representatives so as to evaluate the adequacy and utilization of HRIS in organizations. 75

questionnaires were received from HR employees working in the automobile industry. The

results of the research give valuable insights about the success and effectiveness of HRIS in

organizations. Also the results of the study are discussed in the context of the theoretical and

empirical background of HRIS.

TABLE OF CONTENTS

CHAPTER PARTICULARS PAGE NO

1

Introduction

• Industry Profile

• Theoretical background of the study

• Importance of the topic

• Need to study the topic

1 - 9

2

Review of literature and Research design

• Review of literature and Gaps

• Statement of the problem

• Scope of the study

• Objectives of the study

• Sampling

• Tools for Data Collection

• Data Analysis

• Limitations of study

10 - 17

3

Profile of the selected Organization and

Respondents

18 - 28

4 Data Analysis and Interpretation 29 - 72

5

Findings, Conclusions and Suggestions

• Findings

• Conclusions

• Suggestions

73 - 78

Bibliography

Annexure

List of Tables

TABLE NO. DESCRIPTION PAGE NO.

3.1 Board of Directors of Maruti Suzuki 18

3.2 Board of Directors of Toyota Kirloskar 21

3.3 Board of Directors of Hyundai Motors 23

3.4 Board of Directors of Tata Motors 26

4.1 Work Experience of the Respondents 29

4.2 Process of Implementation of HRIS in the Organization 30

4.3

Significant challenges faced by the organization during or

after HRIS implementation

32

4.4 How the system managed the challenges experienced 35

4.5 HR functional areas being part of HRIS 37

4.6

Satisfaction / dissatisfaction on HRIS performance on

analyzing each job position and it’s job title in an

organization

39

4.7

Satisfaction/dissatisfaction on HRIS leverages employee’s

talent in the right place at the right time

41

4.8

Satisfaction /dissatisfaction towards HRIS performance on

job description and job specification

43

4.9

Activities below undertaken after the HRIS

Implementation.

45

4.10 Outcomes were experienced by the organization 47

4.11

Reaction on HRIS ensures the organization has the right

kind and numbers of employees at the right place at the

right time

50

4.12

Reaction upon HRIS identifies a logical progression path

and the steps required for advancements

52

4.13

Reaction towards HRIS create an environment of open

communication between employees and management

54

4.14

Reaction towards the statement Employees have the

permission to submit feedback and suggest improvements

to the HRIS

56

4.15 Reaction upon HRIS helps to reduce the recruiting costs 58

4.16

Implementation activities were the most challenging for

internal HR team

60

4.17

Reaction upon HRIS evaluates the recruiting processes

effectively

62

4.18 Reaction upon HRIS makes employees aware of the new

joined, Retirement, Birthday that creates a friendly

environment

64

4.19

Reaction upon System being self - service there has been

very few interaction between HR and the employee

66

4.20

Business context for organization’s most recent HRIS

implementation

68

4.21

Overall rating given by the respondents towards HRIS in

their organization

71

List of Figures / Graphs

NO. DESCRIPTION PAGE NO.

1.1 Global Automotive Industry Forecast 2013-2018 2

1.2 Advantages in India 3

3.1 Organizational Structure of Maruti Suzuki 18

3.2 Organizational Structure of Toyota Kirloskar 21

3.3 Organizational Structure of Hyundai Motors 23

3.4 Organizational Structure of Tata Motor 26

4.1 Work Experience of the Respondents 29

4.2 Process of Implementation of HRIS in the Organization 30

4.3 Significant challenges faced by the organization during or after

HRIS implementation

33

4.4 How the system managed the challenges experienced 35

4.5 HR functional areas being part of HRIS 37

4.6 Satisfaction / dissatisfaction on HRIS performance on analyzing

each job position and it’s job title in an organization

39

4.7 Satisfaction/dissatisfaction on HRIS leverages employee’s talent in

the right place at the right time

41

4.8 Satisfaction / dissatisfaction towards HRIS performance on job

description and job specification

43

4.9 Activities below undertaken after the HRIS implementation. 45

4.10 Outcomes were experienced by the organization 48

4.11 Reaction on HRIS ensures the organization has the right kind and

numbers of employees at the right place at the right time

50

4.12 Reaction upon HRIS identifies a logical progression path and the

steps required for advancements

52

4.13 Reaction towards HRIS create an environment of open

communication between employees and management

54

4.14 Reaction towards the statement Employees have the permission to

submit feedback and suggest improvements to the HRIS

56

4.15 Reaction upon HRIS helps to reduce the recruiting costs 58

4.16 Implementation activities were the most challenging for internal

HR team

60

4.17 Reaction upon HRIS evaluates the recruiting processes effectively

62

4.18 Reaction upon HRIS makes employees aware of the new joined,

Retirement, Birthday that creates a friendly environment

64

4.19 Reaction upon System being self - service there has been very few

interaction between HR and the employee

66

4.20 Business context for organization’s most recent HRIS

implementation

69

4.21 Overall rating given by the respondents towards HRIS in their

organization

71

Effectiveness of Human Resource Information System in Automotive Industry, Bangalore

R V INSTITUTE OF MANAGEMENT Page 1

CHAPTER 1

INTRODUCTION

1.1 INDUSTRY PROFILE

1.1.1 GLOBAL AUTOMOBILE INDUSTRY

The automotive industry began in the 1860s with hundreds of manufacturers that pioneered the

horseless carriage. For many decades, the United States led the world in total automobile

production. In 1929, before the Great Depression, the world had 32,028,500 automobiles in use,

and the U.S. automobile industry produced over 90% of them. At that time the U.S. had one car

per 4.87 persons. After World War II, the U.S. produced about 75 percent of world's auto

production. In 1980, the U.S. was overtaken by Japan and then became world's leader again in

1994. In 2006, Japan narrowly passed the U.S. in production and held this rank until 2009, when

China took the top spot with 13.8 million units. With 19.3 million units manufactured in 2012,

China almost doubled the U.S. production, with 10.3 million units, while Japan was in third

place with 9.9 million units. From 1970 (140 models) over 1998 (260 models) to 2012 (684

models), the number of automobile models in the U.S. has grown exponentially.

With 19.3 million units produced in 2012 , China almost doubled the U.S. production, with 10.3

million units, while Japan was in third place with 9.9 million units. Since 1970 (140 models) to

1998 (260 models) to 2012 (684 models), the number of car models in the U.S. has increased

exponentially. The automotive industry does not involve businesses devoted to the servicing of

vehicles following sale to the end-user, such as car repair shops and motor fuel filling stations.

The global automotive industry of 2008 has risen a long way from a modest origin as a 'horseless

carriage' manufacturing industry dating back to the 1890s as the world leader in industrial

production, offering jobs to one in seven people, either directly or indirectly. Hailed as the ‘

industry of industries' by the Management Expert, Peter Drucker, the automotive industry (US)

set standards in the manufacturing operation by introducing mass production techniques during

the early 1910s. The Japanese soon proceeded by providing lean manufacturing techniques in the

1970s. Riding high on economic recovery in many developing countries in Asia and Europe, the

industry 's global production reached 64.6 million vehicles in 2005. Yet with a downward

decline in the market share, the Big Three are quickly losing their dominant place to Toyota



,Honda, and Nissan, thus setting the stage for the advent of the New Six. Meanwhile the UK

served as the single largest customer for European auto-makers. Japanese companies were the

pioneers in the electric vehicle industry and hybrid industry. China and India attracted the

attention of global auto-makers, vying for setting up a cost-effective export base for meeting the

demand from the markets in Asia. Following government restrictions, the Chinese industry

boasted of sales of more than 2.7 million commercial vehicles in 2004. Despite industry studies

on the fastest increase in mobility in the world at 3 percent per annum, a further rise in demand

was expected from the Chinese market. A blasting economy and a low intrigue system helped

India to positively influence the car segment in 2004, with marketing projections surpassing

more than 1 million in the traveler vehicle section just because . The offer of business vehicles

demonstrated a record development of 29% more than 2003.Remote automobile creators, for

example, Mercedes Benz, Volkswagen Group, General Motors, Honda, Toyota, Ford, Fiat and

Mitsubishi were all making a straight shot to set up their assembling units in India to tap the

developing interest.

Fig.1.1 Global Automotive Industry Forecast 2013-2018



1.1.2 INDIAN AUTOMOBILE INDUSTRY

Fig. 1.2 Advantages in India

India turned into the fourth biggest auto showcase in 2018 with deals expanding 8.3 percent

year-on-year to 3.99 million units. It was the seventh biggest producer of business vehicles in

2018.

The Two Wheelers portion commands the market as far as volume attributable to a developing

white collar class and a youthful populace. In addition, the developing enthusiasm of the

organizations in investigating the rustic markets additionally helped the development of the

division.

India is also a prominent auto exporter and has strong export growth expectations for the near

future. Automobile exports grew 14.50 per cent during FY19. It is expected to grow at a CAGR

of 3.05 per cent during 2016-2026. In addition, several initiatives by the Government of India

and the major automobile players in the Indian market are expected to make India a leader in the

two-wheeler and four-wheeler market in the world by 2020.

By and large household autos deals expanded at 6.71 percent CAGR between FY13-19

with 26.27 million vehicles getting sold in FY19. Residential car creation expanded at 6.96

percent CAGR between FY13-19 with 30.92 million vehicles produced in the nation in FY19. In

FY19, year-on-year development in residential deals among all the classifications was recorded



in business vehicles at 17.55 percent followed by 10.27 percent year-on-year development in the

deals of three-wheelers.

Automobile experts out became 14.50 percent year-on-year during FY19, while during April-

December 2019, generally trade expanded by 3.9 percent.

Premium motorbike deals in India recorded seven-crease hop in local deals arriving at 13,982

units during April-September 2019. The offer of extravagance vehicles remained between 15,000

to 17,000 in the initial half year of 2019. Deals of electric bikes are assessed to have crossed

55,000 vehicles in 2017-18.

The automobile industry is upheld by different factors, for example, accessibility of

gifted work easily, hearty R&D focuses and ease of steel creation. The business likewise gives

extraordinary chances to speculation and immediate and circuitous work to talented and

incompetent work.

Indian automotive industry (including component manufacturing) is expected to reach Rs 16.16-

18.18 trillion (US$ 251.4-282.8 billion) by 2026.

1.2 THEORETICAL BACKGROUND OF THE STUDY

Various examinations have been done on development which centers around both

hierarchical and individual level. Creators of this paper have discovered that both subjective and

quantitative technique are accessible in development selection research, however subjective

methodology were generally obvious; and these examinations were led for the most part in

Europe and outside Asia with the exception of those two of Teo et al. (2007) and Yang et al.

(2007). Among innovation adoption studies, a huge number of studies followed diffusion

of innovation theory which was mainly provided by Rogers in 1995 (Carter & Belanger,

2004; Florkowski & Olivas-arry & Olivas- et al., 2004; Teo et al., 2007). Utilizing dispersion

of development (DOI) hypothesis Rogers connected starting selection choice to five explicit

attributes:relative bit of leeway, multifaceted nature, similarity, trialability and discernibleness

(Rogers,2003).

Moore and Benbasat (1991) distinguished eight saw normal for advancement (PCI)

factors: relative preferred position, similarity, convenience, result evidence, picture,

perceivability, trialability and willfulness. Later on different analysts (Carter and Belanger, 2004)

distinguished three elements dependent on PCI model (Moore and Benbasat, 1991) and DOI

hypothesis (Rogers, 2003): relative bit of leeway, picture, and similarity impacting e-



Government reception. In another exploration five relevant variables were recognized which

impact development selection: advancement attributes, hierarchical qualities, natural attributes,

task attributes and individual attributes (Kwon and Zmud, 1987). In view of past writing and

examination models of Teo et al. (2007) just as Troshani et al. (2011) we have sorted three

arrangements of variables: hierarchical, mechanical and natural.

1.2.1 Organizational Factors

Hierarchical components are those that speak to authoritative attributes which impact

reception of HRIS. Yang et al. (2007) expressed that reception can be impacted in associations

that show significant level of centralization since top administration can settle on selection

choice regardless of opposition from lower level chiefs or workers. Organization size, supporting

association settings including a talented workforce are significant components in effective

advancement reception (Troshani et al., 2011). According to Hendricckson(2003) all HRIS

types were not created equally and they don’t need to be as the HRIS usage depends greatly on

firm’s size. The reason can be explained with an example: a significant HRIS like Peop leSoft can

be introduced by an organization comprising 25 representatives however the colossal cost would

be hard to legitimize.

Similarly, a huge global organization could make a database program just to get to and

play out the capacities important to work, yet it would be an unmanageable and constrained

arrangement. In this way, unmistakably successful HRIS requires a harmony among specialized

and basic data needs of the HR work as per the association's size as the size can characterize the

necessities of the HR work (Hendrickson, 2003). In spite of the fact that it is discovered that, so

far just huge organizations have attempted to execute HRISs of every one of the three kinds,

naming operational HRIS, social HRIS and transformational HRIS. In spite of the fact that it is

discovered that, so far just huge organizations have attempted to execute HRISs of every one of

the three kinds, naming operational HRIS, social HRIS and transformational HRIS.

Other than association size, another factor which is top administration bolster shows

impacting activity on selection of HRIS. Discoveries from Yang (2007) show that, CEO's

demeanor and enthusiasm towards data and correspondence innovation (ICT) are essential to

advance ICT reception. In any case, as per Teo et al. (2007) close to top administration backing

to receive a framework in the associations, worker commitment is additionally required which is

likewise extraordinarily impacted by the administration duty. Most examinations demonstrated



that administration duty affects HRIS or IT selection (Teo et al., 2007; Troshani et al., 2011;

Yang et al., 2007). Besides, affecting the selection of HRIS. HRIS mastery which alludes to

representative's information on and specialized skill in HRIS ability or human capacity and level

of centralization are additionally some noteworthy factors in HRIS was found as a significant

factor in the appropriation of new innovations by Kwon and Zmud (1987).

As IT is applied to HR offices in a moderate rate it has brought about absence of HRIS

information and aptitudes which likewise eased back the desperation of HRIS reception (Teo et

al., 2007). Hence, effective reception of HRIS requires accessibility of talented HRIS experts in

the association supposing that the clients have absence of comprehension of the framework's

capacities and highlights it very well may be a significant deterrent in HRIS selection. Troshani

et al's (2011) study demonstrated that preparation is required for all client levels, for example,

operational and vital levels to expand their insight and aptitudes in utilizing the framework

successfully. Furthermore, the creators additionally contended that level of centralization impacts

appropriation when choice is made at more elevated levels in association. This factor anyway

was very little noticeable in other innovation selection considers.

1.2.2. Technological Factors

Mechanical components centers around the way where innovation attributes can impact

appropriation (Yang et al., 2007). Adopters evaluate the qualities of developments in wording of

“possible additions and obstructions" . Additions allude to the advantages associations hope to

get upon appropriation and incorporate expanded degrees of administration quality, proficiency,

and unwavering quality (Oliveira and Martins, 2010). Then again, hindrances incorporate

advancement multifaceted nature and its similarity with authoritative innovation competency

systems(Rogers, 2003).

As indicated by Oliveira and Martins (2010), innovation status is reliant on an

association's innovation framework and IT HR. In view of IT expertise’s abilities and

information that they use to fabricate a web application; innovation foundation makes a simpler

base on which web advances can be made. HRIS can turn into a necessary part just if the

association has foundations and specialized aptitudes. These variables permit the mechanical

limit of an association to embrace HRIS (Oliveira and Martins, 2010). On the other hand, since

associations with predominant innovation availability are in a superior situation to receive HRIS,

organizations that don't have a solid innovation framework and wide IT aptitude may not face the



challenge of embracing HRIS. Various investigators have perceived innovative status as a

noteworthy factor that impacts IT appropriation (Kwon and Zmud, 1987; Oliveira and Martins,

2010).

Studies show that innovation attributes coordinate with those of mechanical components.

For instance, Carter and Belanger (2004) called attention to three primary impacting factors for

e-Government reception naming relative bit of leeway, picture and similarity. These variables

impact the choice to receive an innovation advancement. So also, Teo et al., (2007) in their

exploration in Singapore discovered just the relative preferred position and similarity as

impacting factors in HRIS reception. Rogers (2003) characterized intricacy as how much a

development is seen as moderately hard to comprehend and utilize. Relative bit of leeway is

related with financial gainfulness, reserve funds in time and exertion, cost decrease and so on.

Relative preferred position was clarified as seen benefits in Troshani et al's. work.

In addition to these factors, association fit, reception cost, multifaceted nature or ease

of use, productivity were additionally found as critical impacting factors in Australian open

division association (Troshani et al., 2011). Consequently, it shows different quantities of

mechanical components contribute in affecting HRIS selection as it is a kind of development

reception.

1.2.3. Environmental Factors

Ecological variables depicts the territory where associations direct their business, and

incorporates industry qualities, government guidelines, and supporting foundation (Oliveira and

Martins, 2010; Troshani et al., 2011). As indicated by Rogers (2003) so as to receive

development, data about them must be accessible to forthcoming adopters. Other than framework

and specialized help, the government likewise can assume a crucial job for empowering

innovation selection by bringing issues to light, preparing, and backing, and subsidizing

(Troshani et al., 2011).

As competitive pressure grows to lessen cost and serve increasingly key jobs just as to all the

more likely to deal with the workers in the associations, firms have understood that they can't be

serious on the off chance that they don't deal with their HR adequately (Teo et al., 2007). Along

these lines, this need has driven the associations to utilize HRIS as it can help settle on

progressively educated choice, increasingly productive HR procedures and better dispense HR.

Thus, rivalry is considered an affecting ecological factor in embracing HRIS. Be that as it may,



Teo et al. (2007) found that opposition just impacted the degree of HRIS appropriation, further

exploration in various firms or topographical territory may show distinctive outcomes. To

reduce cost and serve progressively vital jobs just as to more readily deal with the representatives

in the associations, firms have understood that they can't be serious on the off chance that they

don't deal with their HR successfully (Teo et al., 2007). Hence, this need has driven the

associations to utilize HRIS as it can help settle on progressively educated choice, increasingly

productive HR procedures and better distribute HR. Thus, rivalry is considered an affecting

ecological factor in receiving HRIS. Nonetheless, Teo et al. (2007) found that opposition just

impacted the degree of HRIS reception, further examination in various firms or geological

regions may show distinctive outcomes.

Also, Ruel et al. (2004) in their paper distinguished six natural qualities that impact e-

HRM usage; these are rivalry, mechanical turn of events, HRM condition of workmanship, work

advertise, cultural turns of events and legislative guideline. Other than these variables, it is

expressed that in a transnational association the HRIS is impacted by elements, for example,

institutional and social host-nation conditions (Dowling, Festing, and Engle, 2008; Festing and

Eidems, 2011). As when the association goes worldwide it gets important to keep a reasonable

harmony among worldwide and nearby components of the association; for example, to be serious

and effective associations must be all inclusive, productive, touchy to requirements of

neighborhood specialty units and ready to use advancement and overall learning over the

endeavor. This could be an intriguing subject to investigate as at present exploration in these

zones is as yet missing (Festing and Eidems, 2011).

1.3 IMPORTANCE OF THE TOPIC

Organizations must search for approaches to deal with their inward procedures

proficiently while protecting the respectability of each training. In HR, this includes numerous

exchanges influencing individuals, including the advantages they get and the manners in which

they are treated by the association. Following HR exercises through a HR data framework is

productive and viable for some business associations. For the proprietor, it's normally a matter of

which framework is reasonable and fit to the association's needs. The HRIS improves the

proficiency of the workers who are from various foundations.



In the most essential sense, a HR data framework arranges data about each employment

in our association. This data may incorporate subtleties, for example, who is as of now in the

position, what she/he is paid and what her/his activity duties, preparing needs and doled out

advantages are. You can utilize reports about gatherings of positions or your whole workforce to

decide your labor prerequisites. To build creation on the plant floor, for instance, you should

guarantee there are sufficient representatives to staff the extension to your calendar. With a

mechanized framework, you can consider the effect of development, for example, the amount it

will cost to include the representatives that will be required.

For this study, the Automotive industry is picked in light of the fact that it empowers

specialists in investigating the investigation in a beneficial way. This division has altogether

added to the development and GDP of India in the last three to four decades.

1.4. NEED FOR THE STUDY

A human resource information system (HRIS) is programming that gives a unified store

of worker ace information that the human asset the executives (HRM) bunch requirements for

finishing center human asset (center HR) forms. A HRIS stores, forms and oversees

representative information, for example, names, addresses, national IDs or Social Security

numbers, visa or work license data, and data about wards. It ordinarily likewise gives HR

capacities, for example, selecting, candidate following, time and participation of the board,

execution examinations and advantages organization. This study helps to understand how the

human resources information systems are performing in the automotive industry and the result of

its impact on their employees.



CHAPTER 2

REVIEW OF LITERATURE AND RESEARCH DESIGN

2.1 REVIEW OF LITERATURE AND GAPS

● “BARRIERS in IMPLEMENTING HUMAN RESOURCE INFORMATION

SYSTEM IN ORGANIZATION” Dr. Shine David, Surbhi Shukla, Shivangi Gupta

Today’s organizations are under both the weight of decreasing expense of activities and

the weight of being receptive to the clients' requests. It is increasingly extraordinary for

administration arranged associations, similar to inns, clinics, colleges, media transmission

division, pharmaceutical, aircraft, banks. The utilization of human asset data frameworks

(HRIS) prompts significant results for the association as it diminishes cost just as time,

and improves correspondence to achieve HR related exercises (Beadles, Lowery and

Johns, 2005). With the undoubted benefits of this innovation, different endeavors,

particularly little and medium, are not fit to misuse its full advantages. This occurs

because of certain issues behind the correct execution and usage of this innovation. Our

exploration has featured a portion of the significant escape clauses in the execution of

Human Resource Information System in an association. A portion of these are: absence

of spending plan, absence of staff, issues with time on the board; the need to work with

different offices and absence of data innovation support.

These are general hindrances identified with execution of any data framework, a rundown

of progressively explicit impediments are likewise potential during actualizing and

overseeing HR Information System. Some among these obstructions are identified with

vagueness in recognizing the key people liable for fundamental HRIS plan;

unpredictability in detailing HR approaches under a few laws, the danger of losing

individual information HRIS includes is another key concern which makes the workers

hesitant to the execution of HRIS, and hard to gauge the arrival on venture (ROI).

● “HUMAN RESOURCES INFORMATION SYSTEMS (HRIS) ; A THEORETICAL

PERSPECTIVE” MS.Sabrina Jahan

Human Resource Information System (HRIS) is an efficient method of putting away

information and data for every individual worker to help arrange, dynamic, and

submitting of profits and reports to the outer offices.



HRIS can be quickly characterized as coordinated frameworks used to assemble, store

and investigate data with respect to an association's HR.

It blends HRM as a control and specifically it's fundamental HR exercises and procedures

with the data innovation field. It very well may be utilized to keep up subtleties, for

example, worker profiles, nonappearance reports, compensation organization and

different sorts of reports. It is one of the benchmark HR rehearses in the corporate world.

In Bangladesh the significance of HRIS is being felt by the HR experts and business

visionaries.

The experts and business people are understanding the significance of a decent HR

framework. HRIS is one of the key segments of the HR framework. Accordingly, the

significance of HRIS is expanding with the quick development of the corporate divisions

in Bangladesh. Yet there are a ton of boundaries to the achievement of HRIS. One of the

central points is the restricted comprehension of advantages and cost. It is as yet hard to

quantify the arrival of interest in HRIS. This examination has been started to comprehend

the advantages, cost and obstructions of HRIS in a hypothetical setting.

● “BENEFITS AND BARRIERS OF HUMAN RESOURCE INFORMATION

SYSTEM IN BHEL, TIRUCHY, TAMILNADU STATE” :Dr. L. Manivannan; R.

S. Jeyasakthivel Rajkumar

This study has analyzed the exploration inquiries with the four-point scale and the rate

analyzed. The principle discoveries of the investigation that the desk work decrease, the

information control improvement, the snappy response, the access to data, the labor

decrease, the less mistakes, the smooth out of the procedure, and the spare time are the

primary advantages of the HRIS execution in the association, buta absence of assets, a

deficient information, an absence of ability, a resistance, the system issue, an absence of

staff, the specialized issue and the time utilization are a portion of the hindrances to the

HRIS usage. The current study has endeavored to the Human Resource Management

experts to get a more prominent comprehension of the HRIS advantages and obstructions

and help increase a few bits of knowledge into the HRIS execution and the application in

the BHEL. This could help in improving the adequacy of the HRIS in the BHEL,

Tiruchy.



● “FACTORS MOTIVATING AND INHIBITING THE PRACTICE OF HRIS IN

BUSINESS ORGANIZATIONS: AN EMPIRICAL ANALYSIS” Rand H. Al-

Dmour1 &Zu’bi M. F. Al-Zu’bi

The HR function of an organization is responsible for meeting the entirety of the

association's HR necessities. Similarly as with other administrative capacities, HR

techniques, approaches, and practices are executed to guarantee smooth activity of the

association in a supportable way. Utilizing HRIS (Human Resource Information System)

innovation is a method of trying these HR procedures, strategies, and practices by

conforming to the HR necessities of an association all the more effectively, through web-

innovation based channels (Ruël et al., 2004). HRIS is an integrated framework

containing the databases, PC applications, equipment, and programming important to

gather, record, store, oversee, convey, present, and control information for an

organization's HR work (Broderick and Boudreau, 1992). A large portion of these

examinations were tried in monetarily created nations, for example, the UK and other

European nations (Panayiotopoulos et al., 2007), while concentrates in creating nations

are constrained in number. HRIS in Jordan ought to be considered as another IT

instrument in business. This investigation distinguishes the fundamental elements

propelling and hindering the utilization of HRIS applications in shareholding

organizations in Jordan. Besides, it furnishes significant chiefs with suggestions that may

help HR offices to improve their utilization of HRIS applications. The method of

reasoning behind this is to increase a superior comprehension of the current status,

advantages, and obstacles to the utilization of HRIS in creating nations. To the best

information on the creators, this examination is one of the main that has endeavored to

comprehend the usage of HRIS in the Jordanian condition. Moreover, as will be appeared

in the writing audit, the ebb and flow assemblage of examination on HRIS usage to a

great extent centers around the created world. This investigation will extend the exte nt of

the writing by analyzing Jordan, a creating nation.

● “HRIS AT NISSAN: A NEW ERA IN HUMAN RESOURCE MANAGEMENT”:

Ms.Ritu Gupta ; Mr.Prathyush Banerjee

Nissan Motors, one of the top selling vehicle producers and the world’s first ever multi

brand aggregate after its coordinated effort with Renault, has more than 130,000



individuals working for them around the world. This worldwide company required

normalized HR rehearses so as to work effectively. The firm was likewise worried about

the general worker fulfillment. Having a HRIS implied a vital speculation to diminish

costs over the globe and in this manner, in 2010, CEO Carlos Ghosn3 presented HRIS in

Nissan, when Nissan was in disturbed waters. His point was not exclusively to robotize

the HR benefits yet to change HR administrations in the entire association. He actualized

a few intentions to change Nissan to remove it from money related calamity; one of the

procedures was to have a HRIS. The system behind HRIS execution was normalization of

all HR rehearsals all through the association around the globe. Additionally he needed to

evacuate all managerial and exchange type errands from the HR faculty in all areas

around the globe.

A portion of the prompt advantages of executing HRIS were a powerful method of

sharing data which was HR driven. Nissan had a representative intranet however it was

not intended to be worker inviting and the greater part of the representatives didn't

approach it. This guaranteed there was a requirement for new innovation with a uniq ue

worker entryway, where all sorts of HR related data could be made accessible to

representatives every minute of every day. This would permit the workers to get to data

they needed themselves, making an assistance yourself disposition. The new discussion

likewise permitted workers to make changes in the HR related data or advantages

connection data about them as opposed to holding back to fill structures and HR faculty

doing it. These progressions were endorsed by their revealing administrators and

reflected in their profile after required endorsements. The HRIS get to has improved work

life as it has helped representatives acquire required data quicker as the exchanges are

quicker. This has also helped HR people as duplicate entry work and non-value adding

tasks have been removed from their repertoire.

● “ADMINISTRATIVE AND STRATEGIC ADVANTAGES OF HRIS”,

Employment Relations Today :Kenneth A. Kovach, Allen A. Hughes, Paul Fagan,

and Patrick G. Maggitti (2002)

In this paper creators center around HRIS as a choice apparatus .In today’s time HRIS is

viewed as a propelled business instrument that shows homogeneity in gathering data

about and for a company’s representatives. As mechanical headways overhaul the work



environment, the noteworthy utilization of information or records as data is turning out to

be increasingly significant and fundamental. In this way by fruitful usage of HRIS, it is

seen that the business is moving towards a completely dynamic critical apparatus. Today,

however, HRIS would be all the more precisely seen as a half and half of a few

conventional kinds of data frameworks. The current HRIS incorporates highlights of

exchange handling frameworks (TPS), correspondence frameworks, choice emotionally

supportive networks (DSS) and frameworks with components of computerized reasoning.

Intelligent voice reaction (IVR) is the most recent strategy being embraced by numerous

organizations to permit representatives to refresh their HR data. This incorporates normal

errands, for example, refreshing location data, changing recipients on extra security,

getting ready for retirement, refreshing wellbeing plan data, giving an account of life

occasions, for example, the introduction of a youngster and so forth. It turned out to be

clear, as HRIS grabbed hold in the corporate culture that a quality HRIS could give

significant data to the association in overseeing one of its most important resources: the

organization’s HR. The HR programming applications can give point by point data in an

assortment of territories. Through the best possible administration of HR records, the

specialty units are presently ready to perform estimations that have impacts on the

business all in all. The creators of this paper search for a growing open door for HRIS

later on. They state that, HRIS won't just advantage representatives and administrators,

yet in addition providers, experts, advantage suppliers, and others, as an ever increasing

number of clients become associated remotely. HRIS is an incredible case of a territory

where organizations can underwrite on managerial cost investment funds, yet additionally

on utilizing a key preferred position through data assembling, preparing, and sharing.

● “ROLE OF HRIS IN IMPROVING MODERN HR OPERATIONS”, RaoPurna

Chandra (2009)

The HR will become fundamental hotspot for overseeing future difficulties. HRIS is a

cutting edge instrument to the better activities of HR. Subsequently, HRIS would before

long be a fundamental piece of HR exercises in all association. Business patterns are

evolving everyday, for the improvement, an ever increasing number of associations

understand its significance and empowered administrations. In this condition major HRIS

suppliers are focusing on the little and center range associations just as enormous



associations for their items. They are additionally concocting quite certain product

modules, which would take into account any of their HR needs. Thus, HRIS would

before long be a necessary piece of HR activities in all organization. More or less, the 35

HR supervisors should treat the workforce as assets as well as affirm, reward them

evenhandedly, and incorporate their yearnings with corporate objectives through

appropriate HR arrangements. The executives sees that the HRM work has a significant

device to upgrade intensity for which the capacity must be utilized deliberately. A

compelling HRIS gives data on pretty much anything the organization needs to follow

and break down about representatives, previous workers and planned candidates. The

organization should choose an appropriate HRIS and alter it to address your issues. With

a fitting HRIS, Human Resources staff empowers workers to do their own advantages

updates and address changes, along these lines liberating HR staff (Empowering the

faculty) for progressively vital capacities. Also, information essential for representative

administration, information create ment, vocation development and improvement and

equivalent treatment are encouraged. At long last, Managers can get to the data they have

to legitimately, morally and adequately bolster the accomplishment of their announcing

representatives.

● “HUMAN RESOURCE INFORMATION SYSTEMS (HRIS) : AN UNREALIZED

POTENTIAL” David Grant et al (2011).

In this paper, the creators look at the manners by which HRIS may be utilized so as to

accomplish commitment to the association system. Through this, examination of four

Australian contextual investigation associations found that the guaranteed capability of

HRIS to add to the business system was dependent upon its conquering at least one of

three key difficulties. Beginning discoveries from four contextual analyses propose that

albeit new or overhauled HRIS frameworks are being utilized to robotize and decline

routine regulatory and consistence works customarily performed by the HR work, the

potential for this innovation to be utilized in manners that add to the key course of the

association isn't being figured it out.



2.2 STATEMENT OF THE PROBLEM

An automotive business is just as solid as its representatives. Inside the automotive

business, HR divisions are entrusted with recognizing, selecting and creating abilities that range

from clerks to mechanics to administrators and senior pioneers. By staying aware of the

difficulties they face, HR experts and proprietors of little car organizations can develop and

improve the exhibition of those organizations. The HRIS acting in the automotive business In

request to be successful in its human asset the executives obligations, it joins a few HR

capacities and procedures, for example, enrollment process, specialist information stockpiling,

finance the board, benefits the board and monitoring representative execution and worker

participation records.

In the modern scenario, the automotive industry is facing some problems in the form of

managing human resources, employee training, Payroll etc. And in the automotive industry the

HRIS is not effective on some level. It has barriers to perform effectively.

2.3 SCOPE OF THE STUDY

A human resource information system (HRIS) is programming that gives a brought together

storehouse of worker aces information that the human resource the board (HRM) bunch

requirements for finishing center human resource (center HR) forms. A HRIS stores, forms and

oversees worker information, for example, names, addresses, national IDs or Social Security

numbers, visa or work grant data, and data about wards. It commonly likewise gives HR

capacities, for example, enrolling, candidate following, time and participation of the executives,

execution examinations and advantages organization. This study assists with seeing how the HR

information systems are acting in the car business and the consequence of its effect on their

workers. A HRIS disposes of information duplication by keeping all information in one

programming, additionally lessening human mistakes. The motivation behind why HRIS is

significant for the HR division is that HRIS programming is intended to make your work less

difficult and increasingly compelling. A HRIS is the product that each HR office needs.

In the modern scenario, the automotive industry is facing some problems in the form of

managing human resources, employee training, Payroll etc. And in the automotive industry the

HRIS is not effective on some level. It has barriers to perform effectively. In future, This study



will be useful for identifying how the HRIS makes an impact on the areas of the Automotive

industry. And it will help to make a decision according to that.

2.4 OBJECTIVES OF THE STUDY

● To evaluate the overall performance of human resource information systems in the

automotive industry.

● To find out the challenges and barriers in implementing human resource information

systems in the automotive industry.

● To find out the ways to resolve the problems while implementing the human resource

information industry in the automotive industry.

2.5 SAMPLING

Sampling technique: Purposive sampling technique will be used in this study.

Sample Unit: Employees in automobile organizations like Maruti Suzuki Bangalore, Bosch Pvt

Ltd Bangalore, Toyota Kirloskar Pvt Ltd Bangalore, Hyundai Pvt Ltd. etc.

Sampling Size: Sample size consists of 50 respondents

2.6 TOOLS FOR DATA COLLECTION

The data collection and analysis will be purposive for the study. A structured questionnaire will

be used to collect the data by having direct interactions with the respondents.

2.7 DATA ANALYSIS

The data collected is analyzed and shown in the form of tables, graphs, charts. On the basis of

information collected by questionnaire the charts and table will be prepared. The tabulated data

will be analyzed with the help of percentages. The result thus obtained will be depicted through

charts and graphs. Inference will be drawn and suitable suggestions will be provided.

2.8 LIMITATION OF STUDY

● The sample is restricted to 75 respondents only. The future researchers can expand the

sample to study in detail.

● The research study is limited due to time and accessibility constraints.

● This research is providing minimum information about the industry and how the HRIS

performs in that industry.



CHAPTER 3

PROFILE OF THE SELECTED ORGANIZATIONS AND RESPONDENTS

COMPANY PROFILES

1. MARUTI SUZUKI

Maruti Suzuki India Limited, in the past known as Maruti Udyog Limited, is a car maker in

India. It is a 56.21% possessed auxiliary of the Japanese vehicle and bike producer Suzuki Motor

Corporation. Starting at July 2018, it had a piece of the overall industry of 53% of the Indian

traveler vehicle showcase. Maruti Suzuki manufactures and sells well known vehicles, for

example, the Ciaz, Ertiga, Wagon R, Alto K10 and Alto 800, Swift, Celerio, Swift Dzire, Baleno,

Omni, Eeco, Ignis, S-Cross, Vitara Brezza and recently propelled S-Presso little SUV. The

organization is headquartered at New Delhi. In May 2015, the organization delivered its fifteen

millionth vehicle in India, a Swift Dzire.

● Organizational structure:

Fig 3.1 Organisational Structure of Maruti Suzuki



● Board of Directors

Name Designation

Mr.R C Bhargava Chairman

Mr. Hiroshi Sakamoto Director

Mr. Hisashi Takeuchi Director

Mr. O Suzuki Director

Mr.K Saito Director

Mr.T Suzuki Director

Mr.Takahiko Hashimoto Director - Sales & Marketing

Ms.PallaviShroff Independent Director

Mr.R P Singh Independent Director

Ms.PShroff Independent Director

Mr.D S Brar Independent Director

Ms.R S Karnad Independent Director

Mr.KAyukawa Managing Director & CEO

Fig 3.1 Board of Directors of Maruti Suzuki

● Manufacturing Facilities:

Maruti Suzuki has three assembling offices in India. All assembling offices have a joined

creation limit of 1,700,000 vehicles every year. The Gurgaon fabricating office has three

completely coordinated assembling plants and is spread over more than 300 sections of land (1.2

km2). The Gurgaon offices likewise fabricate 240,000 K-Series motors every year. The Gurgaon

Facilities produces the Alto 800, WagonR, Ertiga, S-Cross, Vitara Brezza, Ignis and Eeco.

The Manesar producing plant was introduced in February 2007 and is spread over more than 600

sections of land (2.4 km2). At first it had a creation limit of 100,000 vehicles every year except

this was expanded to 300,000 vehicles yearly in October 2008. The creation limit was



additionally expanded by 250,000 vehicles taking complete creation ability to 800,000 vehicles

every year. The Manesar Plant delivers the Alto 800, Alto K10, Swift, Ciaz, Baleno, Baleno RS

and Celerio. On 25 June 2012, Haryana State Industries and Infrastructure Development

Corporation requested Maruti Suzuki to pay an extra Rs 235 crore for upgraded land

procurement for its Haryana plant extension. The office reminded Maruti that inability to pay the

sum would prompt further procedures and abandoning the improved land procurement.

The Gujarat fabricating plant got operational in February 2017. The plant current limit is around

250,000 units for each year. Be that as it may, with new speculations Maruti Suzuki has planned

to take it to 450,000 units for every year.

In 2012, the organization chose to consolidate Suzuki Power train India Limited (SPIL) with

itself. SPIL was begun as a JV by Suzuki Motor Corp. alongside Maruti Suzuki. It has the offices

accessible for assembling diesel motors and transmissions. The interest for transmissions for all

Maruti Suzuki vehicles is met by the creation from SPIL.

● Competitors:

➢ Tata Motors

➢ Mahindra & Mahindra

➢ Ashok Leyland Ltd

➢ Honda

➢ Hyundai

➢ Toyota

2. TOYOTA KIRLOSKAR

Toyota Kirloskar Motor Pvt Ltd is an auxiliary of Toyota Motor Corporation of Japan

with Kirloskar Group, for the assembling and deals of Toyota vehicles in India. It is right now

the fourth biggest vehicle producer in India after Maruti Suzuki, Hyundai, and Mahindra.

On 7 June 2012, Vice Chairman of the organization uncovered that the organization is intending

to enter the medicinal services division and its first clinic would open in Karnataka in May 2013.



● Organizational Structure:

Fig 3.2 Organizational Structure of Toyota Kirloskar

● Board of Directors:

Name Designation

Mr. Masakazu Yoshimura Managing Director

Mr. Vikram S. Kirloskar Vice Chairman

Mr. Shekar Viswanathan Vice Chairman & Whole - time Director

Mr. Raju Ketkale Deputy Managing Director

Mr. Naveen Soni Senior Vice President

Table 3.2 Board of Directors of Toyota Kirloskar




TKMPL's present plant at Bidadi, Karnataka is spread across 850 sections of land and has

a limit of 110,000 vehicles for every annum. TKMPL's subsequent assembling plant on the edges

of Bangalore, Karnataka has a limit of 210,000 vehicles for every annum. Absolute creation limit

is 320,000 vehicles for each annum. On 16 March 2011, it reported that it was expanding

creation to 210,000 vehicles for each annum because of increment sought after for its models

particularly the Etios and Fortuner.

With impact from 1 June 2012, Toyota Kirloskar Motor will be expanding the costs of Etios

diesel and Innova by 1 percent and Fortuner and EtiosLiva diesel by 0.5 percent. The value climb

is by virtue of the debilitating of Rupee. Toyota reported that Etios and the Liva hatchback has

posted deals of more than 100,000 units, consequently Toyota is good to go for giving its

creation a major lift. Toyota Kirloskar Motor (TKM) plans to climb the creation limit of its Etios

arrangement models by 75% by mid 2013. Toyota Kirloskar Motors would dispatch its engine

dashing arrangement in 3 urban areas in India one year from now.

● Competitors:

➢ Tata Motors

➢ Maruti Suzuki

➢ Hyundai

➢ Ford

➢ Chevrolet

3. HYUNDAI MOTOR

Hyundai Motor India Ltd is an entirely possessed auxiliary of the Hyundai Motor Company

headquartered in South Korea. It is the second biggest car maker with 16.2% of the pie as of

February 2019 and US$5.5 billion turn-over in India.

Hyundai Motor India Limited was framed on 6 May 1996 by the Hyundai Motor Company of

South Korea. When Hyundai Motor Company entered the Indian car advertisement in 1996 the

Hyundai brand was practically obscure all through India. During the passage of Hyundai in 1996,

there were just five significant car fabricates in India, for example Maruti, Hindustan, Premier,

Tata and Mahindra. Daewoo had entered the Indian car showcase with Cielo only three years

back while Ford, Opel and Honda had entered a few years back.



For over 10 years till Hyundai showed up, Maruti Suzuki had a close to imposing business model

over the traveler vehicles fragment in light of the fact that Tata Motors and Mahindra and

Mahindra were exclusively utility and business vehicle makers, while Hindustan and Premier

both manufactured obsolete and uncompetitive items. The organization is taking a gander at

future business development in versatility and has put $14 million in the Delhi based vehicle

rental stage Revv. With this vital speculation, Hyundai Motor will work to co-build up the

organization's new development motor by creating inventive versatility benefits that consolidate

advances, for example, independent driving and man-made consciousness with the sharing

economy to change individuals' lives.


Fig 3.3 Organizational Structure of Hyundai Motors




Name Designation

Mr. Seonseob Kim Managing Director

Mr. Woongsik O H Whole-time Director

Mr. Jong Hoon Lee Whole-time Director

Mr. Choon Hang Park Whole-time Director

Mr. Stephen Sudhakar John Whole-time Director

Mr. RadhakrishnanSethuraman Director

Mr. Kyung Hee Jung Director

Mr. JihongBaek Director

Table 3.3 Board of Directors of Hyundai Motors


HMIL has two assembling plants in Irungattukottai and Sriperumbudur in Tamil

Nadu. HMIL's assembling plant close to Chennai professes to have the most exceptional

creation, quality and testing abilities in the nation. To oblige rising interest, HMIL

charged its second plant in February 2008, which delivers an extra 300,000 units for

every annum, raising HMIL's all out creation ability to 600,000 units for every annum.

Current Production Capacity effectiveness, has prompted turning out vehicles in 31

seconds,with these 2 plants in Irungattukottai , Sriperumbudur expanded to 7,40,000

vehicles for every year.HMIL has two assembling plants in Irungattukottai and

Sriperumbudur in Tamil Nadu.HMIL's assembling plant close to Chennai professes to

have the most developed creation, quality and testing abilities in the nation. To take into

account rising interest, HMIL charged its second plant in February 2008, which delivers

an extra 300,000 units for each annum, raising HMIL's absolute creation ability to

600,000 units for every annum. Current Production Capacity productivity has prompted



turning out vehicles in 31 seconds, with these 2 plants in Irungattukottai , Sriperumbudur

expanded to 7,40,000 vehicles for each year.

● Competitors:

➢ Tata Motors

➢ Maruti Suzuki

➢ Ford

➢ Honda

➢ Toyota

4. TATA MOTORS

Tata Motors Limited, formerly Tata Engineering and Locomotive Company(TELCO), is an

Indian multinational automotive manufacturing company headquartered in Mumbai,

Maharashtra, India. It is a part of Tata Group, an Indian conglomerate. Its products include

passenger cars, trucks, vans, coaches, buses, sports cars, construction equipment and military

vehicles.

Tata Motors has vehicle assembling and get together plants in Jamshedpur, Pantnagar, Lucknow,

Sanand, Dharwad, and Pune in India, just as in Argentina, South Africa, Great Britain, and

Thailand. It has innovative work habitats in Pune, Jamshedpur, Lucknow, and Dharwad, India

and South Korea, Great Britain, and Spain. Tata Motors' primary auxiliaries bought the English

premium vehicle creator Jaguar Land Rover (the producer of Jaguar and Land Rover vehicles)

and the South Korean business vehicle maker Tata Daewoo. Tata Motors has a transport

producing joint endeavor with Marcopolo S.A. (Tata Marcopolo), a development gear fabricating

joint endeavor with Hitachi (Tata Hitachi Construction Machinery), and a joint endeavor with

Fiat Chrysler which makes car segments and Fiat Chrysler and Tata marked vehicles.

Established in 1945 as a maker of trains, the organization produced its first business vehicle in

1954 of every coordinated effort with Daimler-Benz AG, which finished in 1969. Tata Motors

entered the traveler vehicle market in 1988 with the dispatch of the Tata Mobile followed by the

Tata Sierra in 1991, turning into the principal Indian maker to accomplish the capacity of

building up a serious indigenous car. In 1998, Tata propelled the primary completely indigenous

Indian passenger car, the Indica, and in 2008 propelled the Tata Nano, the world's least



expensive vehicle. Tata Motors gained the South Korean truck maker Daewoo Commercial

Vehicles Company in 2004 and bought Jaguar Land Rover from Ford in 2008.

Tata Motors is recorded on the (BSE) Bombay Stock Exchange, where it is a constituent of the

BSE SENSEX list, the National Stock Exchange of India, and the New York Stock Exchange.

The organization is positioned 265th on the Fortune Global 500 rundown of the world's greatest

enterprises starting at 2019.

On 17 January 2017, NatarajanChandrasekaran was named director of the organization Tata

Group. Tata Motors expanded its UV piece of the overall industry to over 8% in FY2019.


Fig 3.4 Organizational Structure of Tata Motor




Name Designation

Mr. GuenterButschek Managing Director & CEO

Mr. Ratan N Tata Chairman Emeritus

Mr. Hanne Sorensen Ind. Non-Executive Director

Mr. Ralf Speth Non Executive Director

Table 3.4 Board of Directors of Tata Motors


At Tata Motors, taking a stab at flawlessness is an on-going and high need target. To

accomplish this objective, They have set up best in class assembling, R&D and plan

offices in excess of 26 locales across Asia, Africa and Europe. World-class fabricating

structures the embodiment of Tata Motors. In the assembling procedure, their offices

guarantee that each progression - from plan to creation to get together - adheres to the

best expectations of value. Their plants join current assembling rehearses with front line

innovation. They are home to India's greatest motor advancement office and own the

nation's just office for full atmosphere test and person on foot test. Tata Motors' abroad

plants also are outfitted with cutting edge assembling and mechanical production systems

to take into account huge numbers and various variations of vehicles. Their consistent

spotlight on mechanization and innovation makes us the pioneer in India's business

vehicle market and places us among the top vehicle producers on the planet.

Configuration offers character to a vehicle. Their skill in delivering private and business

vehicles for more than seven decades has helped us build up a profound comprehension

of client needs, and this has been interpreted as their own Impact Design language. Their

structuring units in India, UK and Italy spend significant time in the most recent in

planning rehearses, for example, earth displaying, advanced demonstrating, styling,

engineering, bundling, to give some examples. Our most recent vehicles – Tigor and

Nexon – are instances of our attention on bleeding edge, worldwide structure. Their Ultra

trucks are intended to offer worldwide styling, improved driving solace and predominant



execution. While planning business vehicles, the originators at Tata Motors pay

accentuation on wellbeing, support, client solace and life cycle cost, while additionally

passing on the stylish and dependable message that is the core of Tata Motors' structure

language.

● Competitors:

➢ Maruti Suzuki

➢ Hyundai

➢ Chevrolet

➢ Honda

➢ Ford

➢ Mercedes Benz

RESPONDENTS PROFILE

The respondents for the study were 50 and the respondents are the employees of Maruti Suzuki,

Tata Motors, Toyota Kirloskar and Hyundai India. There are both male and female respondents .

The respondents are selected from various age groups and various departments for the collection

of data.



CHAPTER 4

DATA ANALYSIS AND INTERPRETATION

Table 4.1 Table showing about Work Experience

Attributes No.of Respondents Percentage%

0 - 5 20 27

6 - 10 36 48

11 - 15 13 17

Above 15 6 8

Total 75 100

Diagram 4.1 Diagram showing about Work Experience

Analysis:

From the above table, 48% of respondents experienced between 0-5 years, 27% of respondents

experienced between 6-10 years, 17% of respondents experienced between 11-15 years and 8%

of respondents experienced above 15 years.



Table 4.2 Table Showing Process of Implementation of HRIS in the Organization


Implemented HRIS in past 10 years 38 51



Recently Implemented 0 0

Total 75 100

Diagram 4.2 Diagram showing process of Implementation of HRIS in the Organization



Analysis:

From the above table, it can be analyzed that, 51% of respondents marked that their o rganization

implemented a HRIS in the past ten years, 45% of respondents marked that their organization

implemented a HRIS in the past five years, 4% of respondents marked that their organization

implemented a HRIS in the past three years. And none of the respondents marked that their

organization implemented HRIS recently.

Interpretation: Human Resource Information System (HRIS) is a software through which organizations can take

care of all HR processes and unify employee data in a single system. A HRIS system is cost

effective. It saves you the expense of actually hiring someone to take care of physical copies of

data and records. Apart from employee expenses, it’s also really cheap and doesn’t cause a huge

hole in your pocket whether you’re a big firm or a small one. As this data is entered manually by

the person with authority, you can trust it to be accurate. It’s going to show exactly what was

entered without any errors. Obtaining information becomes a very speedy process as all you need

to do is type in what you’re searching for. The benefit of the HRIS system is that it’s a one-stop

solution to all your queries. It becomes easier to compare and analyze data in order to generate

timely reports for every employee. The quality of these reports is raised too with increased

accuracy.

In this study, Majority of respondents said that they have implemented their HRIS system for the

past ten years. Some of the respondents said that they have implemented their HRIS system for

the past five years. And very few of the respondents said that they have implemented their HRIS

system for the past three years.



Table 4.3 Table showing significant challenges faced by the organization during or after

HRIS implementation


Lack of knowledge/experience with HCM technology on the

internal team 30 40

Internal resource constraints 37 49

Over budget 19 25

Lack of ability to maintain the HCM system after implementation

21 28

Complexity of licensing agreements for packaged

integrations 45 60

Challenges developing and running reports and analytics

26 35

Poor manager adoption of self-service

26 35

Difficulty managing data privacy

16 21

Poor project management 4 5

other 0 0



Diagram 4.3 Diagram showing significant challenges faced by the organization during or

after HRIS implementation



Analysis:

From the above table, it can be analyzed that, 40% of respondents marked that the Lack of

knowledge/experience with HCM technology on the internal team was the significant challenge

faced by their organization during or after HRIS implementation, 49% of respondents marked

that the Internal resource constraints was the significant challenge , 25% of respondent’s

challenge were over budget, 28% of respondent’s challenge were Lack of ability to maintain the

HCM system after implementation, 60% of respondent’s challenge were Complexity of licensing

agreements for packaged integrations, 35% of respondent’s challenge were Challenges

developing and running reports and analytics, 35% of respondent’s challenge were Poor manager

adoption of self-service, 21% of respondent’s challenge were Difficulty managing data privacy ,

5% of respondent’s challenge were Poor project management , None of the respondents marked

any other challenges.

Interpretation:

Majority of the respondents said that they have faced complexity of licensing agreements for

packaged integrations challenges during or after implementation. And many of the respondents

faced internal resource constraints was the significant challenge. And some of the respondents

said that lack of knowledge/experience with HCM technology on the internal team was the

significant challenge faced by their organization during or after HRIS implementation.

Knowledge about the technology is the most important thing while implementing a new system

or new technology. Most of them are inexperienced with the system so they faced difficulty in

implementing the system.



Table 4.4 Table showing how the system managed challenges experienced

Attributes No.of respondents Percentage %

Challenges were fully overcome 15 20

Challenges were mostly overcome

41 55

Challenges were partially overcome, resulting in delays and compromises

13 17

Challenges were not successfully overcome

6 8

Total 75 100

Diagram 4.4 Diagram showing how the system managed challenges experienced



Analysis:

From the above table, it can be analyzed that 20% of the respondents marked that they had fully

overcome the challenges faced by the HRIS. 55% of the respondents marked that they had

mostly overcome the challenges faced by the HRIS. 17% of the respondents marked that they

had partially overcome and compromises the challenges faced by the HRIS. and 8% of

respondents marked that they haven’t successfully overcome the challenges faced by the HRIS.

Interpretation:

Majority of people said that they had mostly overcome the challenges which they experienced on

HRIS. Many of the respondents said that they had fully overcome the challenges they

experienced. Few of the respondents said that they partially overcome the challenges they

experienced. And very few of the respondents said that they haven’t successfully overcome the

challenges. They have experienced and gained knowledge about the HRIS system, so that an

organization can successfully overcome the challenges. And training is the one of the most

important things for the success of overcoming challenges.



Table 4.5 Table showing which HR functional areas being part of HRIS

Attributes No. of respondents Percentage %

Recruitment and Hiring 24 32

Talent Management 38 51

Performance Management 42 56

Workforce Management 34 45

Learning and Development 17 23

Other 0 0

Diagram 4.5 Diagram showing which HR functional areas are part of HRIS



Analysis:

From the above table, it can be analyzed that 32% of respondents marked Recruitment and

Hiring is the part of their HRIS. 51% of respondents marked talent management is the part of

their HRIS. 56% of respondents marked Performance Management is the part of their HRIS.

45% of respondents marked Workforce Management is the part of their HRIS. 23% of

respondents marked Learning and Development is the part of their HRIS. And none of the

respondents marked any other HR functional areas.

Interpretation:

Majority of respondents said that the performance management functional area is part of their

HRIS. Many of the respondents said that talent management is part of their HRIS. And some of

the respondents said that workforce management is part of their HRIS. For an organization

employees Performance and talent are the most important things for the growth of an

organization. An organization always tries to hire new talented employees for their success. And

give training to improve their performance. Most of the organizations are trying to improve their

performance and talent management areas by adding it to the HRIS. it will help and give more

efficiency to those areas.



Table 4.6 Table showing about satisfaction / dissatisfaction on HRIS performance on

analysing each job position and it’s job title in an organization


Strongly Agree 15 20

Agree 47 63

Neutral 5 7

Disagree 8 11

Strongly Disagree 0 0

Total 75 100

Diagram 4.6 diagram showingabout satisfaction / dissatisfaction on HRIS performance on

analyzing each job position and it’s job title in an organization



Analysis:

From the above table, it can be analyzed that, 20% of respondents are Strongly agreeing that

HRIS analyses each job position and it’s job title in an organization. 63% of respondents are

agreeing that HRIS analyses each job position and it’s job title in an organization. 7% of

respondents are marked Neutral, 11% of respondents are disagreeing that HRIS analyses each

job position and it’s job title in an organization. None of the respondents are strongly disagreeing

that HRIS analyses each job position and it’s job title in an organization.

Interpretation:

Majority of respondents said they agreed upon HRIS analyses each job position and it’s job title

in an organization. Some of the respondents said they strongly agreed that HRIS analyses each

job position and it’s job title in an organization. Some of the respondents disagreed upon the

statement , because they are not satisfied with the HRIS performance on employee talent. And

few of the respondents said they neither agreed or nor disagreed with the statement because they

were new to the HRIS. Because they are not sure about how the HRIS analyses each job position

and it’s job title in an organization.



Table 4.7 Table showing satisfaction / dissatisfaction on HRIS leverages employee’s talent

in the right place at the right time



Agree 36 48

Neutral 18 24

Disagree 9 12


Total 75 100

Diagram 4.7 showing satisfaction / dissatisfaction on HRIS leverages employee’s talent in

the right place at the right time



Analysis:

From the above table, it can be analyzed that 13% of respondents are Strongly agree that HRIS

leverages employee’s talent in the right place at the right time. 48% of respondents are agreeing

that HRIS leverages employee’s talent in the right place at the right time. 24% of respondents are

marked Neutral, 12% of respondents disagree that HRIS leverages employee’s talent in the right

place at the right time. And 3% of respondents are strongly disagreeing that HRIS leverages

employee’s talent in the right place at the right time.

Interpretation:

Majority of respondents said they agreed upon HRIS leverages employee’s talent in the right

place at the right time. Some of the respondents said they neither agreed or nor disagreed with

the statement because they were new to the HRIS. Some of the respondents said they strongly

agreed that HRIS leverages employee’s talent in the right place at the right time. Because they

are experienced and very well knowing about the HRIS performance. And few of the

respondents disagreed upon the statement , because they are not satisfied with the HRIS

performance on employee talent.



Table 4.8 Table showing respondents satisfaction / dissatisfaction towards HRIS

performance on job description and job specification



Agree 48 64

Neutral 10 13

Disagree 7 9


Total 75 100

Diagram 4.8 Diagram showing respondents satisfaction / dissatisfaction towards HRIS

performance on job description and job specification



Analysis:


creates an ideal job description and job specification. 64% of respondents are agreeing that HRIS

creates an ideal job description and job specification. 13% of respondents are marked Neutral,

9% of respondents disagree that HRIS creates an ideal job description and job specification. And

none of the respondents are strongly disagreeing that HRIS creates an ideal job description and

job specification.

Interpretation:

Majority of respondents said they agreed upon HRIS creates an ideal job description and job

specification. Some of the respondents said they neither agreed or nor disagreed with the

statement because they were new to the HRIS. Some of the respondents said they strongly agreed

that HRIS creates an ideal job description and job specification. Because they are experienced

and very well knowing about the HRIS performance. And few of the respondents disagreed upon

the statement , because they are not satisfied with the HRIS performance on creating ideal job

description and job specification.



Table 4.9 Table showing the activities below undertaken after the HRIS implementation


Developed an HR technology 21 28

Implemented a new job coding structure

42 56

Implemented a new marketing pricing standards

48 64

Harmonized short-term/long-term incentive plans

20 27

Developed and executed a change in management strategy

10 13

Other 0 0

Diagram 4.9 Diagram showing the activities below undertaken after the HRIS

implementation



Analysis:

From the above table, it can be analyzed that 28% of respondents are marked Developed an HR

technology as the activity below undertaken after the HRIS implementation. 56% of respondents

are marked Implemented a new job coding structure as the activity below undertaken after the

HRIS implementation.64% of respondents are marked Implemented a new marketing pricing

standards as the activity below undertaken after the HRIS implementation.27% of respondents

are marked Harmonized short-term/long-term incentive plans as the activity below undertaken

after the HRIS implementation. 13% of respondents are marked Developed and executed a

change in management strategy as the activity below undertaken after the HRIS implementation.

And none of the respondents marked any other activities below undertaken after the HRIS

implementation.

Interpretation:

Majority of the respondents said they have implemented new marketing pricing standards as the

activity below undertaken after the HRIS implementation. Because in an automotive industry the

middle level people mainly look upon the price and quality of the vehicle. In this category

mainly competition happens how the companies are putting prices on their vehicle. Many of the

respondents said they have implemented a new job coding structure as the activity below

undertaken after the HRIS implementation. Some of the respondents said they have developed

HR technology. Efficient HR technology is an asset for the organization. Few of the respondents

said they have harmonized short-term/long-term incentives plans.



Table 4.10 Table showing Outcomes were experienced by the organization following the

HRIS implementation


Improved user experience 13 17

Increased user adoption 28 37

Improved data quality 32 43

Reduced costs (Ongoing maintenance, licensing, support)

38 51

Single system of record for all HR data across regions

40 54

Increased ability to run HR analytics

13 17

Standardization of HR data 29 39

More reliable, consistent reporting

15 20

Increased use of mobile & social applications

8 11

Other 0 0



Diagram 4.10 Diagramshowing Outcomes were experienced by the organization following

the HRIS implementation



Analysis:

From the above table, it can be analyzed that 17% of respondents are marked improved user

experience as the outcomes were experienced by their organization following the HRIS

implementation. 37% of respondents are marked Increased user adoption as the outcomes. 43%

of respondents are marked Improved data quality as the outcomes. 51% of respondents are

marked Reduced costs (Ongoing maintenance, licensing, support) as the outcomes. 54% of

respondents are marked Single system of record for all HR data across the region as the

outcomes. 17% of respondents are marked Increased ability to run HR analytics as the outcomes.

39% of respondents marked Standardization of HR data as the outcomes. 20% of respondents are

marked More reliable, consistent reporting as the outcomes. 11% of respondents are marked

Increased use of mobile & social applications as the outcomes. And none of the respondents are

marked any other outcomes were experienced by their organization following the HRIS

implementation.

Interpretation:

Majority of respondents said they got an outcome like a single system of record for all HR data

across the region by following the HRIS implementation. By using the HRIS system one of the

biggest advantages is we can get all the HR datas in a single click as per our needs. Many of the

respondents said that their data quality improved. Many of the respondents said that reduced

costs as the outcomes. Because by using the HRIS system it will reduce the manpower work and

will make profit for the organization. Many of the respondents said they got standardization of

HR data as the outcomes. Some of the respondents said that their user adoption improved

because of the implementation of the HRIS system.



Table 4.11 Table showing respondents satisfaction / dissatisfaction on HRIS ensures the

organization has the right kind and numbers of employees at the right place at the right

time



Agree 41 55

Neutral 10 13

Disagree 6 8


Total 75 100

Diagram 4.11 Diagram showing respondents satisfaction / dissatisfaction on HRIS ensures

the organization has the right kind and numbers of employees at the right place at the right

time



Analysis:


ensures the organization has the right kind and numbers of employees at the right place at the

right time. 55% of respondents are agreeing that HRIS ensures the organization has the right kind

and numbers of employees at the right place at the right time. 13% of respondents are marked

Neutral, 8% of respondents disagree that HRIS ensures the organization has the right kind and

numbers of employees at the right place at the right time. And none of the respondents are

strongly disagreeing that HRIS ensures the organization has the right kind and numbers of

employees at the right place at the right time.

Interpretation:

Majority of respondents said they agreed upon HRIS ensures the organization has the right kind

and numbers of employees at the right place at the right time. Some of the respondents said they

neither agreed or nor disagreed with the statement because they were new to the HRIS. Some of

the respondents said they strongly agreed that HRIS ensures the organization has the right kind

and numbers of employees at the right place at the right time. Because they are experienced and

very well knowing about the HRIS performance. And few of the respondents disagreed upon the

statement , because they are not satisfied with the HRIS performance on employee management.



Table 4.12 Table showing respondent’s satisfaction/dissatisfaction upon HRIS identifies a

logical progression path and the steps required for advancements



Agree 34 45

Neutral 13 17

Disagree 9 12


Total 75 100

Diagram 4.12 Diagram showing respondent’s satisfaction/dissatisfaction upon HRIS

identifies a logical progression path and the steps required for advancements



Analysis:


identifies a logical progression path and the steps required for advancements. 45% of

respondents are agreeing that HRIS identifies a logical progression path and the steps required

for advancements. 17% of respondents are marked Neutral, 12% of respondents disagree that

HRIS identifies a logical progression path and the steps required for advancements. And none of

the respondents are strongly disagreeing that HRIS identifies a logical progression path and the

steps required for advancements.

Interpretation:

Majority of respondents said they agreed upon HRIS identifies a logical progression path and the

steps required for advancements. Some of the respondents said they strongly agreed that HRIS

identifies a logical progression path and the steps required for advancements. Because they are

experienced and very well knowing about the HRIS performance. Some of the respondents said

they neither agreed or nor disagreed with the statement because they were new to the HRIS. And

few of the respondents disagreed upon the statement , because they are not satisfied with the

HRIS performance.



Table 4.13 Table showing respondents reaction towards HRIS create an environment of

open communication between employees and management



Agree 37 49

Neutral 10 13

Disagree 11 15


Total 75 100

Diagram 4.13 Diagram showing respondents reaction towards HRIS create an environment

of open communication between employees and management



Analysis:


creates an environment of open communication between employees and management. 49% of

respondents are agreeing that HRIS creates an environment of open co mmunication between

employees and management. 13% of respondents are marked Neutral, 15% of respondents

disagree that HRIS creates an environment of open communication between employees and

management. And none of the respondents are strongly disagreeing that HRIS creates an

environment of open communication between employees and management.

Interpretation:

Majority of respondents said they agreed upon HRIS creates an environment of open

communication between employees and management. Some of the respondents said they

strongly agreed that HRIS creates an environment of open communication between employees

and management. Because they are experienced and very well knowing about the HRIS

performance. Some of the respondents disagreed upon the statement , beca use they are not

satisfied with the HRIS performance. And few of the respondents said they neither agreed or nor

disagreed with the statement because they were new to the HRIS.



Table 4.14 Table showing respondents reaction towards the statement Employees have the

permission to submit feedback and suggest improvements to the HRIS



Agree 21 28

Neutral 20 27

Disagree 15 20


Total 75 100

Diagram 4.14 Diagram showing respondents reaction towards the statement Employees

have the permission to submit feedback and suggest improvements to the HRIS



Analysis:

From the above table, it can be analyzed that 23% of respondents are Strongly agree that

Employees have the permission to submit feedback and suggest improvements to the HRIS. 28%

of respondents are agreeing that Employees have the permission to submit feedback and suggest

improvements to the HRIS. 27% of respondents are marked Neutral, 20% of respondents

disagree that Employees have the permission to submit feedback and suggest improvements to

the HRIS. And 3% of the respondents are strongly disagreeing that Employees have the

permission to submit feedback and suggest improvements to the HRIS.

Interpretation:

Majority of respondents said they agreed upon Employees have the permission to submit

feedback and suggest improvements to the HRIS. Some of the respondents said they neither

agreed or nor disagreed with the statement because they were new to the HRIS. Some of the

respondents said they strongly agreed that HRIS creates an environment of open communication

between employees and management. Because they are experienced and very well knowing

about the HRIS performance. Some of the respondents disagreed upon the statement , because

they are not satisfied with the HRIS performance.



Table 4.15 Table showing respondents reaction upon HRIS helps to reduce the recruiting

costs



Agree 28 37

Neutral 15 20

Disagree 13 18


Total 75 100

Diagram 4.15 Diagram showing respondents reaction upon HRIS helps to reduce the

recruiting costs



Analysis:


helps to reduce the recruiting costs. 37% of respondents are agreeing that HRIS helps to reduce

the recruiting costs. 20% of respondents are marked Neutral, 18% of respondents disagree that

HRIS helps to reduce the recruiting costs. And 1% of the respondents are strongly disagreeing

that HRIS helps to reduce the recruiting costs.

Interpretation:

Majority of respondents said they agreed upon HRIS helps to reduce the recruiting costs.

Because by using the HRIS system for the recruiting process it will make it more accurate and

easily recruit employees. It consists of very less time to recruit. Some of the respondents said

they strongly agreed that HRIS helps to reduce the recruiting costs. Because they are experienced

and very well knowing about the HRIS performance. Some of the respondents said they neither

agreed or nor disagreed with the statement because they were new to the HRIS. And few of the

respondents disagreed upon the statement , because they are not satisfied with the HRIS

performance.



Table 4.16Table showing implementation activities were the most challenging for internal

HR team


Building the business case 9 12

HR organizational Redesign 38 51

Project Management 43 57

Reporting 27 36

HR Process Redesign 38 51

Plan and Program designs required to align with the new HRIS

36 48

Leadership Alignment 15 20

Integrations 9 12

Other 0 0

Diagram 4.16 Diagram showing implementation activities were the most challenging for

internal HR team



Analysis:

From the above table, it can be analyzed that 12% of respondents marked that Building the

business case is the implementation activity that was the most challenging for their internal HR

team.51% of respondents marked that HR organizational Redesign is the imp lementation

activity that was the most challenging for their internal HR team.57% of respondents marked that

Project Management is the implementation activity that was the most challenging for their

internal HR team.36% of respondents marked that reporting is the implementation activity that

was the most challenging for their internal HR team.51% of respondents marked that HR process

redesign is the implementation activity that was the most challenging for their internal HR

team.48% of respondents marked that Plan and Program designs required to align with the new

HRIS is the implementation activity that was the most challenging for their internal HR

team.20% of respondents marked that Leadership Alignment is the implementation activity that

was the most challenging for their internal HR team.12% of respondents marked that integrations

is the implementation activity that was the most challenging for their internal HR team. And

none of the respondents marked any other implementation activity that was the most challenging

for their internal HR team.

Interpretation:

Majority of the respondents said that Project management is the implementation activity that was

the most challenging for their internal HR team. In an automobile organization the project

management team has an important role in the designing part. Lack of knowledge about the new

HRIS system made some difficult for the project management. Many of the respondents said

that HR organizational redesign & HR process redesign are the implementation act ivities that

were the most challenging for their internal HR team. Many of the respondents said that Plan and

Program designs required to align with the new HRIS is the implementation activity that was the

most challenging for their internal HR team. Few of the respondents said that Leadership

Alignment is the implementation activity that was the most challenging for their internal HR

team. Leadership alignment was not a challenge for many of the organizations. 12% of

respondents marked that integration is the implementation activity that was the most challenging

for their internal HR team.



Table 4.17 Table showing respondents reaction upon HRIS evaluates the recruiting

processes effectively



Agree 54 72

Neutral 2 3

Disagree 4 5


Total 75 100

Diagram 4.17 Diagram showing respondents reaction upon HRIS evaluates the recruiting

processes effectively



Analysis:


evaluates the recruiting processes effectively. 72% of respondents are agreeing that HRIS

evaluates the recruiting processes effectively. 3% of respondents are marked Neutral, 5% of

respondents disagree that HRIS evaluates the recruiting processes effectively. And none of the

respondents are strongly disagreeing that HRIS evaluates the recruiting processes effectively.

Interpretation:

Majority of respondents said they agreed upon HRIS helps to reduce the recruiting costs.

Because by using the HRIS system for the recruiting process it will make it more accurate and

easily recruit employees. It consists of very less time to recruit. Some of the respondents said

they strongly agreed that HRIS helps to reduce the recruiting costs. Because they are experienced

and very well knowing about the HRIS performance. Some of the respondents disagreed upon

the statement , because they are not satisfied with the HRIS performance.. And few of the

respondents said they neither agreed or nor disagreed with the statement because they were new

to the HRIS.



Table 4.18 Table showing respondents reaction upon HRIS makes employees aware of the

new joined, Retirement, Birthday that creates a friendly environment



Agree 37 49

Neutral 10 13

Disagree 4 5


Total 75 100

Diagram 4.18 Diagram showing respondents reaction upon HRIS makes employees aware

of the new joined, Retirement, Birthday that creates a friendly environment



Analysis:


makes employees aware of the new joined, Retirement, Birthday that creates a friendly

environment. 49% of respondents agreed that HRIS makes employees aware of the new joined,

Retirement, Birthday that creates a friendly environment. 13% of respondents are marked

Neutral, 5% of respondents disagree that HRIS makes employees aware of the new joined,

Retirement, Birthday that creates a friendly environment. And 3% of the respondents are

strongly disagreeing that HRIS makes employees aware of the new joined, Retirement, Birthday

that creates a friendly environment.

Interpretation:

Majority of respondents said they agreed upon HRIS makes employees aware of the new joined,

Retirement, Birthday that creates a friendly environment. Some of the respondents said they

strongly agreed that HRIS makes employees aware of the new joined, Retirement, Birthday that

creates a friendly environment. Because they are experienced and very well knowing about the

HRIS performance. Some of the respondents said they neither agreed or nor disagreed with the

statement because they were new to the HRIS. And few of the respondents disagreed upon the

statement , because they are not satisfied with the HRIS performance. And very few of the

respondents strongly disagreed that HRIS makes employees aware of the new joined,

Retirement, Birthday that creates a friendly environment. Maybe the respondents faced the

situation like HRIS is not aware about their retirement, birthday or any other things, and they are

not feeling friendly with the HRIS system.



Table 4.19 Table showing respondents reaction upon System being self - service there has

been very few interaction between HR and the employee


Strongly Agree 7 9

Agree 15 20

Neutral 14 19

Disagree 27 36


Total 75 100

Diagram 4.19 Diagram showing respondents reaction upon System being self - service there

has been very few interaction between HR and the employee



Analysis:

From the above table, it can be analyzed that 9% of respondents are Strongly agree that System

being self - service there has been very few interaction between HR and the employee. 20% of

respondents are agreeing that System being self - service there has been very few interaction

between HR and the employee. 19% of respondents are marked Neutral, 36% of respondents

disagree that System being self - service there has been very few interaction between HR and the

employee. And 16% of the respondents are strongly disagreeing that System being self - service

there has been very few interaction between HR and the employee.

Interpretation:

Majority of respondents said they disagreed upon System being self - service. There has been

very few interaction between HR and the employee. Some of the respondents said they agreed

that System being self - service there has been very few interaction between HR and the

employee. Some of the respondents said they neither agreed or nor disagreed with the statement

because they were new to the HRIS. And few of the respondents strongly disagreed upon the

statement , because they are satisfied with the HRIS performance. And very few of the

respondents strongly agreed upon the statement , because they are not satisfied with the HRIS

performance.



Table 4.20 Table showing the business context for organization’s most recent HRIS

implementation


We needed a single system of record for all HR data

18 24

We needed an integrated HR data system to perform workforce analytics

47 63

We needed to standardize HR data across multiple geographies and/or business units

50 67

We needed to have reliable, consistent reporting for compliance and legal obligations

34 45

We needed to move away from a legacy system that was not meeting organizational needs

31 42

We needed to facilitate and support a broader HR operating model optimization/evolution

9 12

We needed to reduce costs 10 13

Other 0 0



Diagram 4.20 Diagram showing the business context for organization’s most recent HRIS

implementation



Analysis:

From the above table, it can be analyzed that 24% of respondents marked that they needed a

single system of record of all HR data was the business context for their organization’s most

recent HRIS implementation. 63% of respondents marked that they needed an integrated HR data

system to perform workforce analytics. 67% of respondents marked that they needed to

standardize HR data across multiple geographies and/or business units. 45% of respondents

marked that they needed to have reliable, consistent reporting for compliance and legal

obligations. 42% of respondents marked that they needed to move away from a legacy system

that was not meeting organizational needs. 12% of respondents marked that they needed to

facilitate and support a broader HR operating model optimization/evolution. 13% of respondents

marked that they needed to reduce costs. And none of the respondents marked any other business

contexts.

Interpretation:

Majority of the respondents said they needed to standardize HR data across multiple geographies

and/or business units and that was the business context for their organization’s most recent HRIS

implementation. Many of the respondents said that they needed an integrated HR data system to

perform workforce analytics and that was their business context for their organization’s most

recent HRIS implementation. Some of the respondents said that they needed to have reliable,

consistent reporting for compliance and legal obligations and that was their business context for

their organization’s most recent HRIS implementation. In an organization standardizing the HR

data is the important and efficient business context.



Table 4.21 Table showing overall rating given by the respondents towards HRIS in their

organization


1 0 0

2 0 0

3 0 0

4 0 0

5 10 13

6 17 23

7 26 35

8 18 24

9 4 5

10 0 0

Total 75 100

Diagram 4.21 Diagram showing overall rating given by the respondents towards HRIS in

their organization



Analysis:

From the above table, it can be analyzed that 35% of respondents have given 7 ratings for their

HRIS.24% of respondents have given 8 ratings for their HRIS. 23% of respondents have given 6

ratings for their HRIS. 13% of respondents have given 5 ratings for their HRIS. 5% of

respondents have given 9 ratings for their HRIS. None of the respondents have given 1,2,3 and 4

ratings for their HRIS.

Interpretation:

Majority of the respondents said that they have above average satisfaction upon their HRIS

system. Some of the respondents have average satisfaction on the HRIS system. And few of the

respondents are highly satisfied with their HRIS system and its performance. Because they are

more experienced with the system and they made a friendly environment with the HRIS system.

And they are satisfied with the efficiency of the system.



CHAPTER 5

FINDINGS, CONCLUSION AND SUGGESTIONS

5.1 FINDINGS:

❖ It was found during the study that 51% of respondents opined that their organization

implemented a HRIS in the past ten years, 45% of respondents opined that their

organization implemented a HRIS in the past five years, 4% of respondents opined that

their organization implemented a HRIS in the past three years.

❖ It was found during the study that 40% of respondents opined that the Lack of

knowledge/experience with HCM technology on the internal team, 49% of respondents

opined that the Internal resource constraints, 25% of respondents opined over budget,

28% of respondents opined Lack of ability to maintain the HCM system after

implementation, 60% of respondents opined Complexity of licensing agreements for

packaged integrations, 35% of respondents opined developing and running reports and

analytics, 35% of respondents opined Poor manager adoption of self-service, 21% of

respondents opined Difficulty managing data privacy , 5% of respondent’s opined Poor

project management were the significant challenges faced by their organization during or

after HRIS implementation.

❖ it was found on the issue of challenges faced by the HRIS, 20% of the respondents

opined that they had fully overcome the challenges faced by the HRIS. 55% of the

respondents opined that they had mostly overcome the challenges, 17% of the

respondents opined that they had partially overcome and compromises the challenges,

and 8% of respondents opined that they haven’t successfully overcome the challenges

faced by the HRIS.

❖ While studying about the HRIS system, 32% of respondents opined Recruitment and

Hiring is the part of their HRIS. 51% of respondents opined talent management, 56% of

respondents marked Performance Management, 45% of respondents marked Workforce

Management, 23% of respondents marked Learning and Development is the part of their

HRIS.

❖ It was found that 20% of respondents are Strongly agree that HRIS analyses each job

position and it’s job title in an organization. 63% of respondents are agreeing, 7% of



respondents are opined Neutral, 11% of respondents are disagreeing that HRIS analyses

each job position and it’s job title in an organization.

❖ It was found during the study that 13% of respondents are Strongly agree that HRIS

leverages employee’s talent in the right place at the right time. 48% of respondents are

agreeing, 24% of respondents are opined Neutral, 12% of respondents disagreeing, and

3% of respondents are strongly disagreeing that HRIS leverages employee’s talent in the

right place at the right time.

❖ During the study, it was found that 13% of respondents are Strongly agree that HRIS

creates an ideal job description and job specification. 64% of respondents are agreeing,

13% of respondents are opined Neutral, 9% of respondents disagree that HRIS creates an

ideal job description and job specification.

❖ It was found during the study 28% of respondents are opined Developed an HR

technology as the activity below undertaken after the HRIS implementation. 56% of

respondents are Implemented a new job coding structure, 64% of respondents are

Implemented a new marketing pricing standards, 27% of respondents are Harmonized

short-term/long-term incentive plans, 13% of respondents are marked Developed and

executed a change in management strategy as the activity below undertaken after the

HRIS implementation.

❖ It was found that 17% of respondents improved user experience as the outcomes were

experienced by their organization following the HRIS implementation. 37% of

respondents are opined Increased user adoption, 43% of respondents are marked

Improved data quality as the outcomes. 51% of respondents are marked Reduced costs,

54% of respondents are marked Single system of record for all HR data across the region

as the outcomes. 17% of respondents are marked Increased ability to run HR analytics as

the outcomes. 39% of respondents marked Standardization of HR data as the outcomes.

20% of respondents are marked More reliable, consistent reporting as the outcomes. 11%

of respondents are marked Increased use of mobile & social applications as the outcomes.

❖ It was found a huge majority of 79% of respondents are Strongly agreed and agreed that

HRIS ensures the organization has the right kind and numbers of employees at the right

place at the right time. And few of respondents disagree that HRIS ensures the



organization has the right kind and numbers of employees at the right place at the right

time.

❖ It was found during the study that the majority of 70% of respondents are Strongly agreed

and agreed that HRIS identifies a logical progression path and the steps required for

advancements. Few of respondents disagree that HRIS identifies a logical progression

path and the steps required for advancements.

❖ It was found during the study that 72% of respondents are Strongly agreed and agreed

that HRIS creates an environment of open communication between employees and

management. 15% of respondents disagree that HRIS creates an environment of open

communication between employees and management.

❖ From this study, it was found that 51% of respondents are Strongly agreed and agreed

that Employees have the permission to submit feedback and suggest improvements to the

HRIS. 20% of respondents disagreed that Employees have the permission to submit

feedback and suggest improvements to the HRIS. And 3% of the respondents strongly

disagreed that Employees have the permission to submit feedback and suggest

improvements to the HRIS.

❖ During the study it was found that 61% of respondents are Strongly agreed and agreed

that HRIS helps to reduce the recruiting costs. And few of the respondents strongly

disagreed and agreed that HRIS helps to reduce the recruiting costs. Employees are

agreed that HRIS helps to reduce the recruiting costs.

❖ It was found that 12% of respondents opined that Building the business case is the

implementation activity that was the most challenging for their internal HR team.51% of

respondents opined HR organizational Redesign, 57% of respondents opined Project

Management, 36% of respondents opined reporting, 51% of respondents opined HR

process redesign, 48% of respondents opined Plan and Program designs required to align

with the new HRIS, 20% of respondents opined Leadership Alignment,12% of

respondents marked that integrations is the implementation activity that was the most

challenging for their internal HR team.

❖ It was found that 82% of respondents are Strongly agreed and agreed that HRIS evaluates

the recruiting processes effectively. Very few of the respondents disagreed that HRIS

evaluates the recruiting processes effectively.



❖ During the study, it was found that 78% of respondents are Strongly agreed and agreed

that HRIS makes employees aware of the new joined, Retirement, Birthday that creates a

friendly environment. Very few of the respondents disagreed and strongly disagreed that

HRIS makes employees aware of the new joined, Retirement, Birthday that creates a

friendly environment.

❖ From this study, it was found that 52% of respondents disagreed and Strongly disagreed

that System being self - service there has been very few interaction between HR and the

employee. 29% of respondents agreed and strongly disagreed that System being self -

service there has been very few interaction between HR and the employee.

❖ It was found during the study that 24% of respondents opined that they needed a single

system of record of all HR data was the business context for their organization’s most

recent HRIS implementation. 63% of respondents marked that they needed an integrated

HR data system to perform workforce analytics. 67% of respondents marked that they

needed to standardize HR data across multiple geographies and/or business units. 45% of

respondents marked that they needed to have reliable, consistent reporting for compliance

and legal obligations. 42% of respondents marked that they needed to move away from a

legacy system that was not meeting organizational needs. 12% of respondents marked

that they needed to facilitate and support a broader HR operating model

optimization/evolution. 13% of respondents marked that they needed to reduce costs.

❖ It was found that the Majority of the respondents have above average satisfaction on the

HRIS system in their organization.



5.2 CONCLUSION:

In recent decades, organizations have begun using information systems in different roles

and divisions, with the growing impact of globalization and techno logy. Human resources

management is one of the divisions that uses management information systems most. HR

information systems support activities such as identifying potential employees, keeping complete

records of existing employees and creating programs to develop the talents and skills of the

employees. HR systems allow senior management to define the needs for personnel to fulfill the

long-term growth goals and strategic objectives of the company. Middle management uses

human resources systems to monitor and analyze the recruitment, allocation and compensation of

employees. Operational management uses HR systems to track the recruitment and placement of

the employees. In addition, HRIS will facilitate various HR activities such as workplace planning

, training, incentive plans, salary forecasting, pay projections and labor / employee relations. In

this research, HRIS evaluation and HRIS satisfaction questionnaires were provided to HR

employees in this research in order to assess the efficacy and application of HRIS in

organizations. 75 questionnaires were received from HR employees working in different sectors.

The research results provide valuable insights into the success and effectiveness of HRIS in

organizations. The study findings are also discussed within the context of HRIS's theoretical and

empirical history.

From this study it is found that the majority of the respondents are satisfied with the HRIS

processes in the firm. The most of the organizations are mainly concentrated on improving their

efficiency in Recruitment and hiring, talent management and in workforce management. After

the HRIS implementation, In an organization the HRIS system creates an open communication

between the employees and the management. So that the employees can submit feedback about

the HRIS system and suggest some improvements to the HRIS system.

It may be concluded from the study that the HRIS system helps most of the organizations in the

automotive industry to evaluate the recruitment processes effectively and helps to reduce the

recruitment cost. and the system needs to make some improvements in some areas like

communications between the employees etc. and it needs to ensure that the organization has the

right kind of employees at the right place.



5.3 SUGGESTIONS:

● The current HRIS version to be updated periodically, and new methods can be introduced

in line with technical innovation that will keep workers updated with the latest

technologies.

● The recruitment component of HRIS is used to perform the entire recruitment process

from entry of applicant data to staffing of a position. Its component is useful both for

external candidates and change of place for internal employees.

● The output of workers assessed by the HRIS can be considered definitive as it is based on

the actual work performed and also provides unbiased results. This helps to gain

employee trust.

● In addition to making daily transactions that are often known as organizational level

decisions, the HRIS process can also be used to execute the plans needed to achie ve the

organization's targets set by top management. This aims to make the company more

competitive.

● Readiness of the Company is one of the main factors for performance. Organizations can

use the Gap analysis to determine the extent to which the organization is ready to adopt

HRIS. Before implementing HRIS practices the Organization must prepare itself in

advance.

● The implementation approach for HRIS applications can be a step approach because it is

the most risk-free. The risk involved can be handled if the plan does not perform

according to the need.

● The organizations can have more HRIS-related training to give their workers more skills

and knowledge. As a result, the workers would be more confident and capable of using

the device. The company will insist that its employees apply for qualification courses.

● HRIS development teams with a correct combination of expertise need to be assembled

from both HR and IT. The project group will be made up of members of human

resources, who have experience of the human resource roles and operations and structure

of the company itself, as well as certain members of the information management system.

● To make an arrangement with the HRIS provider for other facilities is guidance to the

organizations. The Organizations receive assistance and assistance as and when

necessary.

BIBLIOGRAPHY

Books

● Human Resource Information Systems: Basics, Applications, and Future Directions Third

Edition By Michael J. Kavanagh, Mohan Thite, Richard D. Johnson.

● Human Resource Information Systems : A Conceptual Approach By Dr. P K Gupta,

Susheel Chhabra.

Journals

● Human Resource Information System (HRIS): Important Element of Current Scenario

Barkha Gupta: IOSR Journal of Business and Management (IOSR-JBM) e-ISSN: 2278-

487X, p-ISSN: 2319-7668. Volume 13, Issue 6 (Sep. - Oct. 2013), PP 41-46

● The Role of Human Resource Information System (HRIS) in Organizations: A Review

of Literature, Halil Buzkan : MCSER Journals, Vol 5, No 1 (2016)

Websites

● https://www.analyticsinhr.com/blog/human-resources- information-system-hris/

● https://kissflow.com/hr-process/human-resource- information-system-hris/

● https://smallbusiness.chron.com/human-resources-challenges-auto- industry-76339.html

● https://smallbusiness.chron.com/human-resources-challenges-auto- industry-76339.html

● https://www.talentproindia.com/2019/04/22/automobile- industry-critical-hr-challenges/

● https://HRIS_at_Nissan_a_new_era_in_human_resource_management

https://www.analyticsinhr.com/blog/human-resources-information-system-hris/

https://kissflow.com/hr-process/human-resource-information-system-hris/

https://smallbusiness.chron.com/human-resources-challenges-auto-industry-76339.html

https://smallbusiness.chron.com/human-resources-challenges-auto-industry-76339.html

https://www.talentproindia.com/2019/04/22/automobile-industry-critical-hr-challenges/

ANNEXURE

QUESTIONNAIRE

RESPONSES

RV INSTITUTE OF MANAGEMENT

Documents

Transcript of RV INSTITUTE OF MANAGEMENT