Sikkim Manipal University

- MBA -

MU0012 Employee Relations Management

Semester: 3 - Assignment Set: 1

Q1.Define conflict management? What are the causes of workplace conflicts? What are the various strategies to be adopted for resolving conflicts?
July 13, 2013 By: Meliza Category: 1st SEM Answer : Conflict management is the process of limiting the negative aspects of conflict while increasing the positive aspects of conflict. The aim of conflict management is to enhance learning and group outcomes, including effectiveness or performance in organizational setting .Properly managed conflict can improve group outcomes. Explanation of causes of workplace conflicts: Poor Communication Poor communication is one of the main causes of conflict between employees in the workplace. This can result in a difference in communication styles or a failure to communicate. For example, a manager reassigned an employees task to the employees co-worker but failed to communicate the reassignment to the employee. This may cause the employee to feel slighted, which can transform into animosity among the two employees and the manager. Failing to communicate in the workplace may cause employees to make incorrect assumptions and believe workplace gossip. Poor communication in the workplace not only causes conflict but decreases productivity and employee morale. Difference in Personalities A difference in personalities among employees is another cause of workplace conflict. Employees come from different backgrounds and experiences, which play a role in shaping their personalities. When employees fail to understand or accept the differences in each others personalities, problems arise in the workplace. For example, an employee may possess a straightforward personality that results in him speaking whatever is on his mind, even if the timing is inappropriate. The employee with the straightforward personality may offend a co-worker that does not possess the same type of personality. The co-worker may feel as if the employee is rude or lacks the authority to deal with her in such a straightforward manner. Different Values Similar to personalities, the values of employees differ within the workplace. A difference in values is seen clearly when a generational gap is present. Young workers may possess different workplace values than older workers. The difference in values is not necessarily the cause of employee conflict in the workplace, but the failure to accept the differences is. When employees fail to accept the differences, co-workers may insult each others character and experiences. When insults occur, the conflict intensifies until the right solution is offered and accepted. Competition

Sikkim Manipal University

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MU0012 Employee Relations Management

Semester: 3 - Assignment Set: 1

Unhealthy workplace competition is a cause of employee conflict. Some industries foster competitive environments more than others. When salary is linked to employee production, a workplace may experience strong competition between employees. Competition that is not properly managed can result in employees sabotaging or insulting one another, which creates a hostile work environment. Unhealthy workplace competition discourages teamwork and promotes individualism. Explanation of strategies:

Accommodating
The accommodating strategy essentially entails giving the opposing side what it wants. The use of accommodation often occurs when one of the parties wishes to keep the peace or perceives the issue as minor. For example, a business that requires formal dress may institute a casual Friday policy as a lowstakes means of keeping the peace with the rank and file. Employees who use accommodation as a primary conflict management strategy, however, may keep track and develop resentment.
Q.1 List the core issues of employee relations management? Ans:Employee Relations Management (ERM) is a vital business process that manages employer employee and employee-employee relations. It goes by the maxim that a satisfied employee is a productive employee. Organisations following good employee relations realise that employees are important stakeholders in the organisation. Employees who are content with their employers contribute more effectively towards the goals of the organisation. This course explains the importance of ERM in organisations and the organisational aspects that govern employee relations in a organisation. ERM is influenced by organisational strategies, culture and other factors like employee commitment and employee engagement. Managing organisational conflicts is also an important part of ERM. This course familiarises you with behavioural aspects like motivation, leadership, decision making and communication that play an important role in employee relations management. ERM is facilitated by tools like Human Resource Information Systems (HRIS). Importance of organisational discipline and grievance handling are also discussed in this course. Further in this course we will see how trade unions contribute towards maintaining good employee relations in an organisation. Many laws govern employee relations, and an effective ERM considers the laws of the land. We will learn how factors like employee participation, empowerment and employee rewards influence ERM. Further, we will study how to manage employee relations in organisations that have a global presence. The contemporary issues like managing employees during crises like recession are also discussed in this course. In this unit, you will study the concepts of Employee Relations, Employee Relations Management, and the importance of ERM in an organization. This unit introduces ERM tools and core issues like career management and employee retention addressed by ERM. The objectives of Employee Relations Management are as follows: Improve the effectiveness of the workforce. Ensure employee satisfaction.

Sikkim Manipal University

- MBA -

MU0012 Employee Relations Management

Semester: 3 - Assignment Set: 1

Gain and retain employee commitment. Prevent conflicts amongst employees Promote retention of employees. Improve employee-management and employee-employee communication. some of the core issues of ERM. Conflict Management Conflict management refers to the manner in which mangers handle grievances and disputes. According to Gennard and Judge, Employee Relations aims to resolve difference between the various interest groups regardless of whether these groups comprise different categories of managers or employees. Workplace conflicts arise due to differences in perceptions, culture, employee biases, gaps in communication, and so on. A win-win approach is used to resolve conflicts. Mediation and counselling are adopted for resolving conflicts rather than using formal discipline measures. Managers are trained both to avoid and to resolve disputes. External mediators can also be called in if necessary. Large organisations like public sector companies prefer to use internal mediators to resolve conflicts. Unresolved work place conflicts can have a negative impact on the organisation. For example, if the production manager and the quality control manager have differences about implementation of quality procedures, then the work of both the divisions is affected. Figure 1.1 depicts some causes of workplace conflicts.

Figure: Causes of Workplace Conflicts Conflict management skills help employees get along with the other employees, their managers and the customers. These skills help managers identify conflicts, respond to them, get better co-operation from the employees, and avoid conflicts from spreading to other parts of the organisation. The following skill set help managers deal with conflicts: Conceptual skills: Managers need to first understand the causes of conflicts and the different strategies and tactics they can use to resolve the conflict. Communication skills: Managers require good listening skills and the ability to ask the right questions to ascertain the cause of the conflict. They must avoid harmful statements and remain rational.

Sikkim Manipal University

- MBA -

MU0012 Employee Relations Management

Semester: 3 - Assignment Set: 1

Negotiation skills: Managers need to know the policy of give and take required to resolve conflicts. Conflicts are resolved by adopting the following strategies: Counselling: Only a few organisations have professional counsellors on their staff. Many organisations train their managers to counsel their subordinates. Often, just by employing nondirective counselling (listening and understanding), managers can help frustrated employees. Discussions and Debates: Task conflicts are resolved by discussing or debating the options. Consensual decision is made after considering every option. Compromise: This method tries to resolve conflicts by arriving at a solution which satisfies at least part of the requirement of each party involved. Using third parties: As serious conflicts have a negative impact on organisations, third parties with specialised skills are used as arbitrators, mediators or ombudsmen to resolve them.

Internal Communication Employee engagement can only be obtained if the senior management communicate frequently on a wide range of business and organisational issues. Organisations with good employee relations give a high priority to internal communication. Such organisations ensure that the employees completely understand the communications made to them. For example, The South-West Trains Company has a very good relationship with its unions. But when the management realised that not all employees were being kept informed about the different issues, they decided to use more direct means of communication. At present, ad-hoc forums are held to get feedback from employees. Time with the manager sessions keep the line managers in touch with the operations staff. The intranet and e-mail are used in addition to team briefings to communicate with all the employees. Employee Engagement Mike Johnson describes employee engagement as a combination of commitment and organisational citizenship[2]. Organisations can be successful only if the employees have a feeling of job security, respect, recognition, and purpose. Organisations that have good employee relations value teamwork and employee feedback. Engaged employees are more committed, helpful, productive and less inclined to take leave. Figure 1.2 depicts the indicators of employee engagement.

Sikkim Manipal University

- MBA -

MU0012 Employee Relations Management

Semester: 3 - Assignment Set: 1

Figure : Employee Engagement Indicators People management and development activities like training and job design contribute to employee engagement. A positive psychological contract with the employees enhances performance. HR professionals are employee champions and focus on the needs and aspirations of the employees. Employee involvement can be achieved by the following practices: Having formally designated teams Having regular team briefings Undertaking performance appraisals Using problem-solving groups Involving employees in decision making Dell is a computer manufacturing company and has been ranked among the top ten companies by Fortune magazine. It aspires to be a great company and a great place to work. It focuses on the team and individual contributions to the team. Line managers interact with individual team members. All employees are judged on the basis of how they interact with people and their technical proficiency. Quarterly results meetings are held across the business and senior managers answer questions posed to them. Managers share results with the team and develop team action plans. Tell Dell surveys are held every six months. These surveys help in finding if the managers give regular feedbacks, manage people properly, set a good example of ethical behaviour and so on. Thus Dell engages its employees by constant employee involvement. Career Management Career development of employees is organisationally supported, manager facilitated, and employee driven. The career management process is based on the establishment of specific goals and objectives. The career management process commences with the formulation of specific goals and objectives. The goals can be of the following kinds: Short-term goals: These are goals to be achieved within the next 1 to 2 years. These are more specific and easy to formulate. Intermediate goals: These are goals to be achieved in the next 3 to 5 years. These are more difficult to formulate as compared to short-term goals. Long-term goals: These are goals to be achieved after 5 years. They are more fluid and very difficult to formulate.

Sikkim Manipal University

- MBA -

MU0012 Employee Relations Management

Semester: 3 - Assignment Set: 1

Figure : Employee Career Development As the nature of the work changes employees may have to modify and update their goals. Figure 1.3 shows the employee career development cycle where managers guide, motivate and provide opportunities to employees in every step towards developing career. Organisations exercising good employee relations have an environment in which employees take control of their own development and maintain their employability. Such organisations ensure that employees are given fair career advancement opportunities. Discriminations are not made on the basis of race, gender or ethnic group. The framework of such organisations enhances employee potential. Commitment Employee commitment can be defined as the psychological bond of the employee with the organisation and the degree to which the employee identifies with the organisational goals. Employee commitment is an important factor that determines the success of an organisation. Employee commitment is influenced by the following factors: Organisational Values: Organisational values influence employee behaviour. If the organisation values employee participation, the employee feels more committed to contribute to the success of the organisation. Relationship with Supervisor: If the employee has a good relation with the supervisor, it improves commitment. A supervisor has to share information, provide timely feedback and reward good performance. Job Nature: When the job satisfies the employee, commitment increases. Employees given routine or repetitive tasks with no challenges to stimulate them have their levels of commitment decreases. Entrusting employees with responsibility and giving them more autonomy increases commitment. Organisational Justice: When employees work in a fair and just environment, their commitment increases. Promotions and wage increments need to be awarded in a fair and transparent manner. Employee grievances also need to be addressed and conflicts resolved immediately.

Sikkim Manipal University

- MBA -

MU0012 Employee Relations Management

Semester: 3 - Assignment Set: 1

Increasing commitment is a business necessity. The benefits of gaining employee commitment are as follows: Organisational performance is improved. Employee motivation increases and this increases productivity. Profits increase as sales increases Employee retention is increased. Cost savings is enabled. Training costs of new employees gets reduced. Conflicts in the organisation reduce.

Talent Management and Retention Successful organisations have an effective employee retention strategy in order to maintain their growth and leadership. Organisations which do not give priority to retaining employees lose them to their competition. It is much easier to retain satisfied employees than recruit newcomers. Training newcomers to become productive is very costly and requires more effort and resources. Talent can be retained only by enhancing employee motivation and job satisfaction. Figure 1.4 shows a diagrammatic representation of the factors affecting employee retention.

Figure : Factors Affecting Employee Retention The following are some of the strategies that organisations adopt to retain their employees: Employee Motivation with Learning: Use Money as a Motivational Tool: Brand Building: Training Many organisations have a policy of personal development of employees. Training programs are undertaken by organisations when the results of a performance appraisal indicate that training is essential. Training programs are also undertaken to enable employees to undertake new roles which require more skills. The training programs undertaken by an organisation deal with the following:

Sikkim Manipal University

- MBA -

MU0012 Employee Relations Management

Semester: 3 - Assignment Set: 1

Communications: People with different languages and customs are employed and they need to be trained in interpersonal communication. Computer skills: These skills have become very essential even for routine administrative tasks. Quality initiatives: Implementation of programs like Total Quality Management, Quality circles, benchmarking require training of employees in quality procedures, concepts and standards. Customer service: Employees need to understand and meet the needs of the customers to stay competitive. Human relations: Employees are trained to avoid misunderstanding and conflicts and build interpersonal relations. Safety: Employees are trained in safety measures especially if they handle heavy equipment, work in hazardous conditions or deal with hazardous chemicals. Ethics: Organisations today are more socially responsible. Hence employees are made familiar with the corporate values and morals. Sexual harassment: Employees are made aware of what constitutes sexual harassment in order to avoid such behaviour.

Training and development activities contribute to the personal development of the employee and enhance employee engagement. The benefits of having training programs in an organisation are as follows: They enhance job satisfaction and improve employee morale. They make processes more efficient thus increase productivity and profits. They increase employee motivation. They improve the corporate image of the company. The organisation becomes more capable of adapting to new ideas and technology. The organisation has more innovative strategies and ideas. They increase employee retention and reduce turnover.

Benefits Administration Employees are the most important asset of an organisation. Organisations that practice good employee relations management have many benefits programs in order to attract and retain employees. The problems in implementing an efficient benefits program arise due to the following reasons: The employer is unable to collect key information and verify them. The employee is unable to access information about the different benefits program. This increases job dissatisfaction and turnover. The benefits administration process has to be streamlined and automated. The features of an effective benefits administration process are as follows: It is easier to create and manage multiple benefits programs. It creates employee benefit plan profiles. It creates eligibility criteria.

Sikkim Manipal University

- MBA -

MU0012 Employee Relations Management

Semester: 3 - Assignment Set: 1

It maintains beneficiaries and dependents information. It facilitates performance reviews, tracks past review details, and schedules future reviews. It interfaces directly with insurance providers and payroll systems. It merges and audits monthly insurance or benefits. It complies with government requirements. There is an annual review of the benefits program.

Employee Self-Service Employees feel empowered when organisations have employee self-service modules to manage personal data. The accuracy of employee information is improved with the introduction of such modules. The administrative workload of the HR staff is also significantly reduced. The following list enumerates the features of an employee self-service module: It facilitates creating and updating personal details like name, address, telephone numbers, etc. It maintains passwords for security of information. It maintains information about emergency contacts, beneficiaries, and dependents. It facilitates enrollment in benefits programs. It allows updating of tax related information like exemptions and savings details. It allows viewing of salary details like gross pay, deductions made, and net pay. It maintains bank related information for direct deposits of salary and reimbursements. It allows employees to apply for leave and check for leave balance. Employers can review the leave details of the employees. It allows employees to submit details about expenses. It allows internal and external job applications. It also permits checking of job application status. It facilitates viewing of training program details and enrolment. It maintains health and safety records. The employee self-service module enables employees to manage their personal data. The accuracy of the data improves and the work of the Human Resource staff is also made easier.

Q.2 What is meant by organization culture? What are the elements and dimensions of organization culture? Ans:Organizational culture is an idea in the field of organizational studies and management which describes the psychology, attitudes, experiences, beliefs and values (personal and cultural values) of an organization. It has been defined as "the specific collection of values and norms that are shared by people and groups in an organization and that control the way they interact with each other and with stakeholders outside the organization." [1] Ravasi and Schultz (2006) state that organizational culture is a set of shared mental assumptions that guide interpretation and action in organizations by defining appropriate behavior for various situations. Although its difficult to get consensus about the definition of organizational culture, several constructs are commonly agreed upon that organizational culture is holistic, historically determined, related to anthropological concepts, socially constructed, soft, and difficult to change. This definition continues to explain organizational values, described as "beliefs and ideas about what kinds of goals members of an organization should pursue and ideas about the appropriate kinds or standards of behavior organizational members should use to achieve these goals. From organizational

Sikkim Manipal University

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MU0012 Employee Relations Management

Semester: 3 - Assignment Set: 1

values develop organizational norms, guidelines, or expectations that prescribe appropriate kinds of behavior by employees in particular situations and control the behavior of organizational members towards one another. G. Johnson[6] described a cultural web, identifying a number of elements that can be used to describe or influence Organizational Culture: The Paradigm: What the organization is about; what it does; its mission; its values. Control Systems: The processes in place to monitor what is going on. Role cultures would have vast rulebooks. There would be more reliance on individualism in a power culture. Organizational Structures: Reporting lines, hierarchies, and the way that work flows through the business. Power Structures: Who makes the decisions, how widely spread is power, and on what is power based? Symbols: These include organizational logos and designs, but also extend to symbols of power such as parking spaces and executive washrooms. Rituals and Routines: Management meetings, board reports and so on may become more habitual than necessary. Stories and Myths: build up about people and events, and convey a message about what is valued within the organization.

These elements may overlap. Power structures may depend on control systems, which may exploit the very rituals that generate stories which may not be true. According to Schein (1992), the two main reasons why cultures develop in organizations is due to external adaptation and internal integration. External adaptation reflects an evolutionary approach to organizational culture and suggests that cultures develop and persist because they help an organization to survive and flourish. If the culture is valuable, then it holds the potential for generating sustained competitive advantages. Additionally, internal integration is an important function since social structures are required for organizations to exist. Organizational practices are learned through socialization at the workplace. Work environments reinforce culture on a daily basis by encouraging employees to exercise cultural values. Organizational culture is shaped by multiple factors, including the following: External environment Industry Size and nature of the organizations workforce Technologies the organization uses The organizations history and ownership

Organizational values, role models, symbols and rituals shape organizational culture. Organizations often outline their values in their mission statements, although this does not guarantee that organizational culture will reflect them. The individuals that organizations recognize as role models set, by example, the behavior valued by the organization. In addition, tangible factors such as work environment act as symbols, creating a sense of corporate identity. The founding of an organization is a critical period in the life of the organization and the development of its culture. An organizations founder or chief executive has an influential impact on the development of the organizations culture since that person is likely to have control in hiring people with the same values and influence the choice of strategy. By screening candidates for a cultural fit, organizations select those employees that will be able to uphold the organizational culture. Additionally, leaders

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MU0012 Employee Relations Management

Semester: 3 - Assignment Set: 1

embed culture in organizations by what they pay attention to, measure, and control; how they react to critical incidents and crises; the behaviors they model for others; and how they allocate rewards and other scarce resources. Additionally, the legacy of an organizational founder may be reflected in the culture long after that person leaves through the processes of cultural transmission (e.g. rites, stories) where the culture perpetuates itself. The values of founders and key leaders shape organizational cultures, but the way these cultures affect individuals is through shared practices.

Q.4 Vikram is a trade union leader with fifteen years of experience in a motor parts manufacturing factory. One of the laborers in the factory met with an accident while on duty. What will be the different means by which he will ensure that the laborer is well compensated for the work-related injury? Ans: To many people, their job is a key part of the person they think they are. It's not just a means to an end, it's a crucial part of their identity. That's why injury or illness caused by negligence in the workplace can have an impact and ramifications far beyond the immediate physical suffering. In the event of being injured in a work related incident which has been caused by the negligence of others, you have every right to feel let down, either by your employer, or your workmates. While compensation can never fully make up for the distress of a work accident, it can help reimburse you for any wages lost and provide a sense of justice being done on your behalf. What You Need To Make A Work Injury Claim In order to make a claim for an accident at work, you will need evidence which proves that your injuries have been caused by negligence or working practice in the workplace. This evidence could take the following forms: Witnesses Employers logs Previous similar work accidents Ambulance attendance at the scene An accident book Doctors notes There are many others forms the evidence could take, often dependent upon the nature of your workplace. It will then be up to yourself and the expert injury solicitor working on your behalf to prove that the injuries were the result of negligence on the part of your employer. It has to be borne in mind when making a claim such as this that you will be giving evidence against your employer. Many people will feel uncomfortable doing this but always remember the following: -- You are not alone. An expert solicitor will be on hand to guide you every step of the way. -- Employers are insured against any losses incurred as a result of your claim - you won't be taking any money direct from your boss. -- Employers may actually welcome one or two cases which help them to strengthen health and safety standards, thus avoiding larger lawsuits in the future. -- Strictly enforced laws mean that employers unwilling to compensate for workplace injuries or to adapt their practices will face far stiffer penalties. You may still feel worried about making a claim against your boss, despite the legislation in place to protect employees who do so, in which case it will be valuable and reassuring to discuss the details of your case and any possible ramifications with a solicitor before embarking upon any action.

Sikkim Manipal University

- MBA -

MU0012 Employee Relations Management

Semester: 3 - Assignment Set: 1

There are some injuries which crop up on a regular basis as a result of workplace accidents. These include back injuries, hernias and hand injuries. In the case of common injuries such as these, the claim may be easier to settle as the levels of compensation are already well known. Work injury claims are often complicated by the nature of the workplace itself, and for more detail on the issues involved see our site dedicated to employer liability and work injury claims in detail. It should be borne in mind that the prohibitive cost to employers of workplace injuries means that they often go to great lengths in order to prevent accidents.

Q.6.Explain the importance and features of Human Resource Information System (HRIS) ? Ans:Human Resource Information Systems is a software application that caters to the human resource information needs of the organisation like monitoring employee attendance, payroll and benefits administration, career development, employee information, performance management, and training. HRIS is a collection of components which work together to gather, process and store information that the HR department can use to make decisions, to coordinate and to plan its activities. HRIS facilitates easy access and management of employee related information. For example, Terasen Pipelines, a Canadian company was using a manual system to maintain its records. But when its workforce increased, it began to use an HRIS to maintain accurate employee records. Initially, mainframe computers were used by organisations to manage human resource management functions. A large amount of capital was needed to operate these systems. The advent of client-server architectures and Software as a Service (SaaS) models has lowered the maintenance costs of HRIS. HRIS comprises of the following modules: Payroll: This module of HRIS keeps track of the pay grades and positions of the employees. Pay raise details are also recorded. This module gathers information on employee time and attendance. It calculates the deductions and taxes and generates pay slips and tax reports. Cheques get automatically deposited in the employee bank accounts. Inputs for this module are obtained from HR and time keeping modules. This module integrates with the current financial systems of the organisation. Benefits Administration: This module tracks and administers employee benefits programmes. The benefits programmes include insurance, reimbursements, profit sharing and pension programmes. HR Management: This module covers many HR aspects which range from employee recruitment to retirement. It records employee details like addresses, training programmes undergone, skills, position and so on. The functions addressed by this module are recruitment, placement, evaluation and career development of the employees. Job sites on the Internet are increasingly being used for recruitment. This module tracks job applications. Interviews and selection details are also maintained. Training: This module administers and tracks employee training and development programmes. Records of employee education, qualification, and skills are maintained. It also outlines the training courses and training materials (CDs, books, web based learning programmes) which help employees

Sikkim Manipal University

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MU0012 Employee Relations Management

Semester: 3 - Assignment Set: 1

develop their skills. Courses can be planned and scheduled using the data stored. Managers can approve training and budgets. Performance Appraisal: This module evaluates the job performance of employees in terms of quality, time and cost. This helps in analysis of employee strengths and weaknesses and suitability for promotions. It gives feedback to employees on performances and identifies employee training needs. It also documents criteria which can be used for organisational rewards. Work Time: This module helps to track the work done by the employees. This module merges the functions of work management and time management across a wide range of activities that include project, tasks, requests and deployment. This module maintains attendance and leave details of employees which are exported in various formats for further processing. Employee Self-Service: This module permits employees to update their personal details, query HR databases and perform HR transactions. Employees are allowed to apply for leave, raise purchase requests, file expenses, view their salary details and keep track of their project related activities. Employees use this to update their tax savings details and bank related information. Table 5.1 outlines some of the applications that are used in HRIS. Table : HRIS Applications

In table 5.1 we have outlined some of the applications that are used in HRIS. Now let us examine the guidelines which help in the selection of an HRIS. Examples of Human Resource Information Systems There are many HRIS software available in the market today. Some of them are listed below: Sage Abra HRIS: Oracle HRMS: SAP HR: Peoplesoft: iVantage HRIS:

Sikkim Manipal University

- MBA -

MU0012 Employee Relations Management

Semester: 3 - Assignment Set: 1

Kronos:

Importance of Human Resource Information Systems Figure is a diagrammatic representation of the activities and data of a HRIS.

Figure : HRIS You know that human resources play a very important role in all organisations. The Human Resource department is involved in formulating the company policies and streamlining the business processes. Efficient and new applications like HRIS make the human resource department more effective. HRIS assists the human resource department in decision making, employee recruitment, benefits administration, payroll, and employee training and performance analysis. HRIS simplifies the HR processes. It organises company and employee data in a better way. By using HRIS, confidential information can be protected. HRIS integrates the financial and the human resource aspects of a business. The four main functions of a HR department are payroll, time and labour management, employee benefits and HR management. The advantages of implementing HRIS in these functions are as follows: Payroll: HRIS automates the entire payroll process by collecting and maintaining payroll data. It collects information such as employee attendance, computes the deductions and taxes and generates pay-cheques automatically and periodically. Time and Labour Management: HR personnel can collect and assess employee time and work information. HRIS helps in analyses of employee performance. It helps employees to perform better through efficient career planning. Employee Benefits: Employee benefits are very important because they help in motivating employees. Employees log in to the system and find the benefits they can avail. Organisations use HRIS to keep track of the benefits employees avail and inform employees of the advantages of various benefit programs. The HR personnel use relevant data and statistics to compute benefits and compensations of the employees or their dependants. Employee performances are tracked and incentives are computed. Employees can view the details of the incentives. It helps in planning and monitoring employee training. Costs of training are computed. For example, IBM uses a web-based employee benefits enrolment system which enables employees to access the system and view their benefits at any time and any place.

Sikkim Manipal University

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MU0012 Employee Relations Management

Semester: 3 - Assignment Set: 1

HR Management: HRIS reduces the manual and paper work of the HR personnel in performing their routine tasks. The HR personnel can thus focus on more important duties. HRIS provides data support to HR decisions. HRIS helps in succession planning. It helps to integrate employee performance, development and payroll modules and thus retain key employees who can ensure organisational success. HRIS helps in career management and talent management by identifying the skills of the employees. It helps in monitoring the productivity of employees. HRIS helps in assessing why employees leave organisations.

Features of Human Resource Information Systems You have seen that HRIS helps an organisation to keep track of employee related information. Let us now examine the features of a good HRIS. The important features of an HRIS are as follows: Job and Pay History Ability to Import and Export Data Ad-Hoc Report Writing Automated Reminders and Alerts User-Defined Fields:. Attendance and Leave Tracking Employee Self-Service Benefits Administration: Performance Management Payroll Security: Document Library

Common Applications of Human Resource Information Systems An HRIS is an integrated approach to acquiring, storing, analysing and controlling the flow of information throughout an organisation. [2] A well-developed HRIS is useful in many HR applications and can enhance the efficiency and time-of-response of many HR activities. Some of the common applications of HRIS are as follows: Planning: The HR activities implemented by this application are personnel and succession planning, labour relation planning, target analysis and organisational charting. Staffing and Employment: This application handles recruitment activities. It ensures compliance with employment equity.

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MU0012 Employee Relations Management

Semester: 3 - Assignment Set: 1

Training and Career Development: This application deals with analysing training needs, training administration, and career planning. Performance Management: This application monitoring time and attendance of employees. deals with performance appraisals, and

Compensation and Benefits: This application deals with employee compensation and benefits administration.