HRMS Chapter 1 - 2

Human Resource Management System
Chapter I - Introduction
Project Study Page 1

1.1 Statement of the Problem
The Human Resource Management System will address the Automation of the
Performance of the Employees as regard to what is monitored on them. Their
performance would be according to the qualities of what theyre working on. On the
present situation, the performance of the employees were poorly evaluated and
monitored before, during and after every period of their jobs. Although HR departments
would evaluate them, it is a very ideal thing for them to accomplish every evaluation of
employees regularly to update their performance and their quality of work.
Another thing is many companies on our days have conflict on giving their
employees rightful bonuses on the hard works they produce for the welfare of the
company, so the system would like to make a possible solution to this by the evaluation
of the automation of the performance ratings of the employees, their bonuses would
depend on their performance rate as what would be stated according to what would be
their ratings in their automated performance rating in the system. This would be the
basis of their salary bonuses whenever an employee have a high rating performance,
he/ she could get bonuses on certain occasions as given by higher authorities of the
company
In line with this, their automated performance rating could also be used if an
employee is subject for a promotion. This would certainly base on their nomination from
what the HR Department would post about their performance. The higher the rating of
the performance, the higher possibility that certain employee would be enlist first for a
promotion that, of course, would be from the higher management of the company. Also,
in part of the systems requirements of performance rating and rightful compensations
we include:
1. Training 5. Seminars
2. Performance of employees 6. Eligibility
3. Bonuses depends on employees 7. Office of the employees
performance rate 8. Salary Grade
4. Promotion of employee

User and Management Reports
1. List of Trainee 6. Contract of Service

2. List of Employee 7. Tickler Notice
3. List of Promoted Employee 8. Certifications
4. Personal Data Sheet 9. Annual Statistical Summary Of
5. Performance Evaluation Sheet Training Data
1.2. Background and Objectives of the Project
As we go further gathering all the information and conducting interviews, we

came to understand the fact that in the near future user/client will tend to request what
changes would they want to happen. City of Personnel Officers (CPO) also known as
Human Resource was quite remained to apply old tradition way of system. Even though
they had existing system with them they still endeared into the system what they
learned and from this we assure that this system could benefit enough for them to cater
all of their transaction regarding to Employee.
1.3. Significance and Scope of the Project
Human Resource Management System is a system based module under Human

Resource Department. It is a system basically perform the automate evaluation process
and management of all Employees Daily performance. It used to monitor the
performance of a certain Employee if he/she was doing his/her job in order and in a
proper way. This also serves as a basis of information for the department to conclude if
that certain Employee was eligible enough to grant Bonuses or to be promoted.
The Scope of this system was listed below:
1. Employees Performance Appraisal

2. Caters the Salary bonuses of Employee
3. Hold the Promotion of a certain Employee
4. List of Seminars needed by the Employee

1.4. Documentation of Existence and Seriousness of the Problem
1.4.1 Documentation of current system/s
There are no current systems that is applied in the Quezon City Hall they were
using manual process such as paper works for training and performance of the
employees, so the researchers wants to develop the Human Resource Management
System to make their work easy.
1.4.2 Problem/s identified with the existing systems
Modern society is characterized by an increasing need for specialized institutions

in various fields of activity for the performance of their day-to-day functions as well as
research and consultancy work. These institutions require speedy access to qualitative
published information. Exposure, the methods of storage and dissemination of
information are changing fast, so no library can store all published information and can
provide efficient services with its old manual operations.
1.4.3 Process models of existing systems contributing to the problem
This is the era of computerization, but still tradition manual working system exists
in Quezon City Hall especially in assessing the employees for their training and
performance, . In the series of development of training and performance system is
acclimatized to computer environment in daily routine as well as information storage
and retrieval. Automation to a greater extent can reduce pressure of assessment for the
training and performance workload. It also shelters from work stress and fatigue. It not
only offers efficient services and opens a new era in bibliographical control but provides
access to required database in the local government unit such as Quezon City Hall.

1.4.4 Data models of these existing systems
Process Model of Existing System Contributing to the Problem
Figure 1.1 Process Model of Existing Appraisal System
1.4.5 Data (or any form of statistics) that may be relevant to prove existence and
seriousness of the identified problems
There is no applicable data or any form of statistics that may be relevant to prove
existence and seriousness of the identified problems.
1.5. Review of Existing Alternatives
A time-consuming process most of the forms are incredibly long and time-
consuming. As a result, some managers routinely recycle last years evaluations. If HR
is required to sit in on the sessions, the amount of wasted time increases significantly.
Thats why employees must go overtime to finish their paper works. Explain to
employees how the organization invests time and effort in professional development.
Performance evaluations are not intended to be punitive rather, the purpose of
evaluating job performance is to uncover strengths, identify weaknesses and work on
striking a balance between the two. In an article published in "Public Personnel
Management," contributor Gary Roberts cautions managers to remember the intent of
performance evaluation is to provide helpful feedback. Train your supervisors and

managers on how to conduct performance appraisals that instill pride in individual

accomplishments and contributions to the company.
Employers that provide regular feedback generally get high approval marks from
their employees. Workers feel good about managers who are genuinely appreciative of
employee efforts, even if it's just an informal "thanks for your hard work." With
supervisors and managers who understand the importance of feedback, you can
maintain a work force that is motivated to achieve high job performance. Providing
feedback on just an annual basis tends to focus mainly on the most recent
accomplishments. Unless there is a method for tracking performance throughout the
year, only a portion of an employee's accomplishments are evaluated during the
appraisal.
High anxiety because the process is so subjective and no benchmark

performance numbers are set in advance, uncertainty can cause many employees high
levels of anxiety weeks before the process. Managers may also be anxious because of
the uncertainty related to an employees reaction. I know one employee who sincerely
thought she was going to be fired prior to her assessment but ended up being the
highest rated employee on the team. Employees should have an accurate idea of their
assessment long before any meeting is scheduled.
Often managers artificially rate individual employees to save money or to keep

employees from becoming visible for promotion. Some selfishly give a score just below
that required for a pay increase, while others give scores just above the point where
they would be required to take disciplinary action. So that employees react in this
matter.
Appraising employees to boost their motivation in their work is a best practice to

inspire them. Thats why they must have an automated system to rate their performance
base on their attendance, work hours accomplishments, eligibilities and the trainings
they had undergone through.

Chapter II Related Studies

2.0 Review of Related Literature and Studies
This chapter discusses and reviews the various local and foreign literatures that
have relevance on the current investigation. It further explains and expound on the
subject of the study making it more interesting and well supported.
2.1 Foreign Literature and Studies
HRD is about the development of people within the organization. It is a very

dynamic and evolving field in the world of business. On the other hand, it is also a very
sensitive and delicate area to handle. HRD refers to organized learning activities
arranged within an organization in order to improve performance, enhance personal
growth and that of the organization. In the entire process of personal growth / individual
development in an organization, the Performance Appraisal System plays a vital role.
The Performance Appraisal is not to be seen as a pin pointer for the faults of
employees, but as an effective instrument for helping employees to grow and develop in
organizational setting. Performance Appraisal is a developing subject and various
changes, improvements in the area, are getting evolved. With the introduction of
Performance Appraisal, as a Development tool, now-a-days we see the overall shift
from the concept of Industrial Relations (IR) to Human Resources (HR) in the
organizations. More and more emphasis is being given to HR activities. Training has
now become the Employers perspective and prime goal of training efforts are achieving
higher Performance Management. Training is usually imparted to fill a Performance
Gap as identified during the Performance Management Process or to update the latest
technological developments.
There are various books, articles written on the subject of Performance

Management by Foreign & Indian Authors. Though the conceptualism is more or less
same, the practices and systems followed in Multinational Companies (MNCs) and
Indian Companies, during recent past are certainly different. Major books and articles
are studied and Researcher has tried to review the same, as far as possible. This is an
attempt of the thesis to bridge the gap in literature in the subject and also the genesis of
Researchers study.

Governments performance directly influences the well being of citizens,

especially the weaker sections who have no alternative to public services. Common
performance challenges faced by the governments include focusing on results that has
meaning stakeholders, improving results within resource constraints, encouraging public
employees to provide better services, and ensuring publics trust in government.
Performance management enables governments to address these challenges.
Performance management is now ongoing, systematic approach for improving

results through evidence based decision-making, ensuring continuous organizational
learning, and focusing on accountability for performance. The Performance Monitoring
and Evaluation System (PMES) introduced by the Government of India for performance
management, aims to measure performance of government departments in a fair,
objective, and comprehensive manner to create a results-oriented government.
HR Systems in Practice: MNC Subsidiaries versus LOCs
This study employs the approach Bae (1997) adapted from the SHRM literature
to measure HR systems in an Asian context. He proposed four broad functional HR
system categories: HR flow (recruitment, selection, training and development), work
structuring (control, teamwork, job specificity), reward systems (wages and performance
appraisal)and employee influence (employee participation and ownership). Each of
these HR functions can be defined as a continuum of related HR practices ranging from
a control based work system to a high-performance work system.
Human Resource is responsible for employee experience during the entire

employment lifecycle. It is first charged with attracting the right employees through
employer branding. It then must select the right employees through the recruitment
process. Human Resource then on boards new hires and oversees their training and
development during their tenure with the organization. HR assesses talent through use
of performance appraisals and then rewards them accordingly. In fulfillment of the latter,
HR may sometimes administer payroll and employee benefits, although such activities
are more and more being outsourced, with Human Resource playing a more strategic

role. Finally, Human Resource is involved in employee terminations including

resignations, performance-related dismissals, and redundancies.
The businesss system of personnel policies can affect economic performance.

Because personnel policies encompass such a broad range of managerial decisions
and practicing including job design, recruiting and selection, training and development,
reward structures, and communication systems, the number of potential theoretical
mechanism that might link personnel practices to performance is very large. While a
study of single personnel policy would undoubtedly allow for a more specific theoretical
model of the effects of that policy on performance, limiting the scope of the investigation
to a single policy would be misleading. In particular, there is strong agreement across
diverse theoretical perspective that personnel policies should be highly interrelated.
For example, from the perspective of human capital theory, personnel policies
should affect business performance because certain policies are instrumental in the
acquisition and development of valuable employment skills. At the same time, human
capital theory also emphasizes relationships among personnel policies. While this
theoretical perspective highlights the importance of training for jobs that require specific
human capital, training should also be accompanied by a policy of promotion from
within. A merit-based reward structure is at least implicitly assumed because employee
and employer must share the cost of training in earlier periods and benefits of improved
productivity in later periods. Furthermore, if worker ability and training are
complementary, as suggested in certain job matching models (e.g., Jovanovic. 1979;
Topel, 1986), then productive training efforts may also coincide with more extensive
recruiting to identify high ability job applicants.
Models or workplace organization rooted in psychology draw on theories of

motivation and commitment (e.g., Maslows, 1954; Herzberg, 1966; Vroom and Deci,
1970). These models argue that pay alone is not an effective role in motivating the
workers because it does not satisfy many human needs. These models suggest that a
set of reinforcing personnel policies that encompass broad and flexible job design,
extensive communication mechanisms, merit-based structures, and employee training

can promote economic performance through their effects on worker motivation and
commitment (Hackman and Oldham, 1980; Kochan, Katz and McKersie, 1986, 93-96).
Institutionally-oriented analyses of labor unions suggest that personnel practices

in unionized settings can promote performance when they enhance worker voice and
reduce employee turnover. They can also reduce efficiency to the extent that they
impose unnecessary restrictions on the definition and scope of jobs (Freeman and
Medoff, 1984, 162-165; Brown and Medoff, 1978, 357-360). At the same time,
institutional analyses of labor unions draw attention to a consistent set of personnel
practices instituted under collective bargaining including quasi-judicial grievance
procedures, seniority-based reward structures, and narrowly defined jobs (Slichter,
Healy and Livernash, 1960; Kochan, Katz, and McKersie, 1986).
Each of different theoretical perspective stresses two fundamental points.
1.) Personnel practices can affect a firms economic performance. These theoretical
frameworks emphasize different mechanisms that link personnel practices to
business performance skill development and acquisition in human capital
theory, employee motivation and commitment in psychological theories, and
effective worker representation and voice in studies of trade unions. These
different frameworks also share the intuitively appealing notion that personnel
policies affect performance primarily through their effects on the contribution and
quality of the labor input.
2.) Each of the theoretical perspective also emphasizes the logic of the systems
approach to the analysis of personnel practices, although the different framework
draw attention to different system policies. Estimates of the effects of individual
policies on measures of performance will probably be misleading. If training and
promotion from within, flexible job design and team-oriented communication
systems, or grievance procedures and narrowly defined jobs are highly
correlated, it will be misleading to attribute the performance effects of personnel
management to individual policies. The performance models therefore include
variables measuring sets of personnel policies, or human resource management
systems, rather than individual policies.

China-based high-performance HR system
Theres general agreement that high-performance HR systems can lead to better

organizational performance, but nearly all research on high performance HR has been
based on a Western model. While some studies show that American-style HR can be
beneficial to Chinese firms, its reasonable to question whether this is the most effective
system, considering the significant differences between doing business in the United
States and China. In this study, researchers developed and tested a scale of high-
performance human resource practices that are specific to Chinese firms in order to find
out whether a different, but valid, HR-performance model applies to firms in China.
Control HR can be thought of as traditional HR practices, such as getting

employees to perform their duties and paying wages that are not closely tied to
performance. Commitment HR also known as high involvement or high-performance
HR has the goal of improving a firms competitiveness by developing employees
potential and maximizing their buy-in to the companys mission. Commitment HR
practices include promotions from within, regular performance reviews, opportunities for
employee input, training, and formal grievance procedures.
As early as 1978, the government said that enterprises should be able to hire
and fire employees and institute bonus plans, although in practice its policies restrained
enterprises from doing either. By 1984, the government was taking steps to link wages,
bonuses, and enterprise performance, and, beginning in 1985, white-collar employees
in universities and government organizations became eligible for bonuses, job-related
pay, and pay based on tenure. In 1988 China's government issued theEnterprise Law
and in July 1992 the "Regulations for changing the methods of operation of industrial
enterprises owned by the whole people". These emphasized that in Chinas new form of
market economy, enterprises were to make their own business decisions and be
responsible for their own profits or losses, development and expansion, and legal
compliance (Zhu & Dowling, 1994). Related policy changes facilitated inter-enterprise
employee mobility. State owned enterprises faced critical issues on how to attract and
retain key employees, as newly mobile workers began moving to privately owned
enterprises, township enterprises, and international joint ventures. The period from

1994-2004 was thus one in which enterprise managers had to adapt their practices to
the new necessities of competition. Globalization as symbolized by Chinas aspirations
to join GATT, the new requirements that enterprises be responsible for more of their
own operational decisions and profits and losses, and the loosening of the iron position
practice meant that managers had to institute HRM and other management practices
that would make their enterprises competitive.
Chinas enterprise managers made substantial progress in instituting modern

HRM practices. The consulting firm Watson Wyatt recently found that the firms they
surveyed did fairly well in linking pay to strategy, and had scores for recruitment
processes, recruitment resource investments, and employer (recruitment) images as
good or better than those of enterprises in Asia Pacific (China Staff, 2003a). However,
while Chinas enterprises invested significantly in employee recruitment, they scored
less well on issues that promote employee retention, such as building employees skills,
and raising morale. Here companies in China scored lower on the survey then did those
in most Asia Pacific countries (China Staff, 2003a).Chinas enterprises also made
significant progress in linking pay to performance. For example, based on one survey,
incentives play only a "moderate" role in U.S. pay packages, but in China they play a
relatively important role (Lowe, et al., 2002).

Performance-Based HR System in Korea
Many Korean firms went through fundamental changes in their management

paradigms, systems and practices since the financial crisis in late 1990s. Like other
managerial functions, human resource management (HRM) in Korea has changed
greatly right after the financial crisis began. The direction of changes in Korean HR
system was toward performance-based HRM. The concept of performance-based
HRM is characterized by the mechanism in which HR practices such as performance
appraisal, promotion or compensation are tightly linked to individual or group
performance. This concept is contrasted with the traditional seniority-based HR system
where job security is emphasized and promotion and remuneration rules depend
basically on seniority. Performance-based HRM is thought to have originated from the
notion of so-called best practices, which mainly originate from the U.S. companies and
are becoming the model for a great number of companies in the world (Rowley and Bae
2002). In the framework of best practices, there is one universal HR practice set which
can be applied to any situations, which ensures high performance (Arthur 1992, 1994;
Huselid 1993; MacDuffie 1995;Delaney and Huselid 1996; Ichniowski et al. 1997;
Pfeffer 1994,1998). With the trend of globalization, best practices have obtained a
wider logical foundation for application in global dimension, and the recent HR changes
in Korean firms also owe their main direction to this trend. However, while U.S.-type
best practices are said to be popular among Korean firms, it should be noted that the
unique social and cultural contexts in a country have influence on the adoption and
activation of new HR practices. Especially, considering the contrast between traditional
seniority based-HRM and new performance-based HRM in Korean firms, it is expected
that current form of Korean firms performance-based HRM would contain various
unique aspects that reflect characteristics from both practices.
There is still no consensus on a term to describe current form of HR systems in

Korea. Although the term is not officially approved, performance-based HRM is
generally used among there searchers and practitioners in Korea terms such as new
HR practices and innovative HR practices are also widely used. These terms refer to a
new HR system, which is different from the traditional seniority-based HRM.

Traditional Korean HRM is characterized by seniority-based HR practices and

lifetime employment relying on internal labor market. Such traditional HR policies and
practices have been thought to be useful for the rapid growth of Korean firms
since1960s (Yu, Park, and Kim 2001). However, these traditional HR practices were
frequently criticized as ineffective and unfit for changing business environments from
the 1980s. As a result, so called new HR system emphasizing performance has
begun to emerge since late 1980s and early 1990s. Moreover, fierce international
competition and economic distress especially since the financial crisis in late 1990s
have demanded more efficient and flexible utilization of human resource with lower
labor costs (Kim, Bae and Lee 2000).
The popularity of U.S.-type best practices increased after the financial crisis in
the 1990s because Korean firms had to adopt global standards, which induced
fundamental paradigm shift in HRM. Thus, it seems that current pattern of the changes
in Korean firms HRM is characterized as the new transformation rather than as only
continuous gradual improvement from the past HR practices (Park and Noh 2001). The
traits of the paradigm shift in HRM are summarized as following:
(1) from internal labor market-based to external labor market-based,
(2) from group seniority-based to individual performance-based,
(3)Best Practices and Performance-Based HR System in Korea 5from people-

based to work-based,
(4) from staff-based to line manager-based,
(5) from domestic-based to international-based,
(6) from vertical structure-based to horizontal structure-based,
(7) from generalist-based to specialist-based one.
Although there exists such a paradigm shift, it does not mean a thorough
replacement of the old paradigm with the new one, but means the coexistence of two
paradigms (Jeong 2000). Actually, researchers debate over whether the change is a

fundamental paradigm shift or a transient change, and over whether it is a part of global
HR convergence or the emergence of newly unique Korean pattern (Park and Noh
2001; Yu, Park, and Kim 2001).
These detailed characteristics of individual current HR practices reveal that each

system contains mixed traits of old and new, thus making it difficult to conclude about
the identity of HR changes in Korean firms now.
Recruitment and selection. Recruitment patterns have changed from mass

recruitment of new graduates to recruitment on demand, and from generalist orientation
to specialist (Bae and Rowley 2003). Mass recruitment of new gradates two times a
year (in spring and fall) was an appropriate form in traditional Korean HRM relying on
internal labor market and job security. However, changes in business environments
have required recruitment on variable demands, and a lot of Korean firms have
accepted this new recruitment practice (Lee 2002). Workers who used to stay with a
firm for a long time-frequently all of their careers-also began to change employers more
often (Jung et al.,2003; Park and Noh 2001).
Another change in recruitment is that experienced ones with special skills are
preferred over new recruits (Jeong 2000). In the past, most jobs were assigned or
substituted internally due to the rigid organizational culture. However, increasing global
competition, growing importance of specialist owing to technology development,
increased importance of lifetime job over lifetime employment induces the horizontal
mobility of workers among companies, with emphasis on external labor market and
flexibility in staffing. It is also remarkable that Korean firms are trying to open doors to
women since the late 1990s and more and more women a reentering into labor force.
Since the financial crisis in 1990s, the increase in female labor force participation has
been greater than that of man and the female labor force participation exceeded 50% in
2005 for the first time in history (Jung 2006).

Training and development. With increasing emphasis on performance in HRM,

training and development is also under the influence of current performance-based
HRM trend. Specifically, many companies emphasize training specialists with specific
skills related with corporate strategy rather than training generalists. They operate
training programs that are intended to form a specialist pool (Noh et al. 2003). As a
result, for workers, new pattern of training and development increases their
employability, and for companies, it contributes to the improvement of employee
capability and firm performance by tightly liking the training programs with corporate
strategic aims.
Companies also spend more money to train employees and are found to be very
strategic in choosing whom to train. Fourteen percent of regular workers received some
form of training in2003, but only 2.7% of part-time workers had such opportunities (Lee
2005). Companies also report good return on training expenses and plan to expand
their training budget over time (Lee2005).

2.2 Local Literature and Studies
An HRMS, the abbreviation for Human Resources Management System, is a

system that lets you keep track of all your employees and information about them. It is
usually done in a database or, more often, in a series of inter-related databases. This
option is for managing employees regarding the details like employees cards HR
console, add new employee to company, edit employee information, search employee
by project design and department, and enter employee code view information. It is a
project research on implementation of HRMS in Local Government Unit (LGU). This
system provides user with data to support the routine, repetitive human resource
decisions that occur regularly in the organization to make it more effective it should be
integrated with the information system with the organization.
Human resources Management system exists in every country, but it differs from one
country to another. HRIS particularly in developing countries are usually not reliable.
This paper will be discussing some aspects of HRMS, especially in the field of Local
Government Unit (LGU). This paper will future look into a literature review on LGU and
then will discuss composition of labor force, Labor force policy and Planning, Trade
Union, data available on employment, unemployment, labor force participation rate.
Nowadays, Human Resources was a playing a great role for businesses core
advancement and innovation that can lead them to success. But not all these
perspective is quite act in the same way. There are some prove articles that deeply
elaborate how and why that does we need HR in our economic cycle of living.
News Written by N. Peri Sastry - human resource management is undergoing a

massive transformation that will change career paths in as-yet uncertain ways.
Employers are placing greater emphasis on business acumen and are automating and
outsourcing many administrative functions, which will force HR professionals to
demonstrate new skills and compete for new, sometimes unfamiliar roles. Job titles and
functions will likely remain in flux for some time; say business leaders, academics, HR
consultants and HR professionals. But they feel that some of the standard niches

such as HR generalist and benefits specialist will become less common and less
important, giving way over time to new ones such as HR business analyst.
Below is the list of some successful Local Human Resource Management
Systems:
1. Astra Human Resource Information System
Astra Human Resources Information System (AHRIS) is a user friendly web-
based employee information management system. The system automates and
improves the delivery of HR services, including managing the employee records,
facilitating requests for leaves, overtime and training, tracking the employees'
performance and skills, and allocating and managing the company's resources.
Astra (Philippines) Inc. is a Software Development company providing high
quality services and products for the global market. We offer a wide range of
outsourcing services from engineering custom software to development and delivery of
mobile and web-based content. As the product Research and Development arm of the
Astra Group of Companies, we also create core software products and development
tools.
Astra (Philippines) Inc., as a Product Research and Development company, has
a primary goal of developing innovative world-class software and hardware solutions;
and bringing out the best from its customers, partners, people, and the society.
With the AHRIS, you can:
Centralize employee records, maintain electronic personnel files

Reduce HR paperwork, avoid missing or losing forms
Automate HR workflows such as performance appraisals, leave and overtime
application processing
Perform better employee performance management and training needs
assessment
Engage your employees! True multi-user and role-based access extends the HR
services directly to the employees, even to remote sites and satellite offices.
Work online through the browser, on your intranet or the internet.
Employee Records Management
Store, organize, update, and view employee profiles, contact information,
employment information, travel records, etc.
Complete records tracking including position and employment history, resource
allocation, and travel records
Upload documents such as scanned IDs, passports, birth certificates, etc.
View organizational charts
Attendance Management
Real-time attendance tracking of all employees
Easily view vital information such as absences, tardiness, overtime and under
time.
Generate statistical reports

Enable supervisors to view attendances of subordinates
Resource Management
Tracks the allocation of the company's resource or assets such as laptops,
desktop PCs, conference rooms, etc.
Company Documents Repository
Publish company documents such as policy manuals, training materials or
application forms etc.
Performance Management
Use both performance goals and job-based competencies to evaluate employees
Identify training programs that can address deficiencies
Self Service (e-Kiosk)
Training Management
o Manage internal and external training program information and
schedules.
o Map training programs to competencies addressed.
o Manages training applications and approvals, and training history.
Leave Management
o Manage leave credits information, leave applications, approvals,
completions and verifications
Overtime Management

Memos and Notifications
o Create memo and events such as reminders, birthday, appointments.
o Receive notifications of upcoming events and action item alerts
AHRIS is configurable and customizable
Let Astra customize AHRIS for your very specific needs.
With available add-on modules/customization:
o Payroll System
o DTR, Project Time Allocation
o Time Capture Device Integration
Further improve HR with these future add-on modules:
o E-Learning Management System. Integrate training needs assessment,
training and performance management
o Social Networking. Build community spirit in your company.
2. myHRBuddy: Human Resource Information System
myHRBuddy is a Human Resource Information system and Payroll software designed
for today's executives, HR professionals, and accounting staff who need an easy way to
manage personnel information. myHRBuddy was designed with an in-depth
understanding of the administrative tasks done by HR and Finance departments. The
benefits of using myHRBuddy range from increasing your organization's productivity to
empowering employees.

The benefits of using myHRBuddy range from increasing your organization's
productivity to empowering employees.
Fully-customizable
Web-based software
Supports the Japanese language*
Unlimited number of users
Outputs reports to Excel or PDF
Integrated company calendar
Encrypted user login and password
Posting of announcements, news and features
Easy to define levels of user access
Access restrictions can be applied to menus, windows and individual fields
Supports multi-shift 24x7 operation
Self-service feature
How can myHRBuddy help your company/business.
Increases productivity
Transforms your HR from policy police to strategic human capital resource
partner
Cost efficient through its modularized design - buy only what you need
Reduce cost by automating routine HR Tasks
3. SunFish HR Philippines

SunFish HR has been developed with globalization in mind and an adaptability that
allows deployment in countries and offices all around the world with no constraints.
SunFish HR is available in Philippine language, meets Philippine legislative
requirements, and we have Malaysian partners ready to assist with implementation.
SunFish HR is available in the following packages,
SUNFISH HR PROFESSIONAL VERSION
A benefit of SunFish HR Professional Version (Administrative Functions) includes the
following:
Employee Information incl. ESS/MSS
Time Attendance
Payroll
Organization Structure
Basic Career Admin
Reimbursement
Loan
Customizable Dashboard Summary
Decentralize or automate HR administration tasks so HR department can work
more efficiently and productively.
Self-service for leave, overtime, reimbursements requests >> better interaction,
speedier processing
One integrated HR administration system to eliminate duplication and optimize
efficiency

Reduce payroll processing time and effort and eliminate payroll errors
Dashboard shows graphical reports and KPI's for actionable executive
information.
SUNFISH HR ENTERPRISE VERSION
A benefit of SunFish HR Enterprise Version (Administrative and Strategic Functions)
includes the following:
Employee Information incl. Employee Survey and On-boarding Process,
ESS/MSS
Organization Structure
Time Attendance
Payroll
Reimbursement
Loan
Customizable Dashboard Summary
Career Administration incl. Career Planning, Career Path, Succession
Performance & Competency Management
Human Asset Value, Individual Development Plan, Balanced Scorecard
Training, eLearning
Recruitment
Budgeting include all the benefits of Sunfish HR Professional Version plus -
Standardize processes across multiple companies and locations for maximum
efficiency

Quickly understand and react to HR problems through detailed and customizable
reports
Enable the HR department to provide strategic support of the company's
business objectives
Identify high performing employees and set their performance as benchmark for
others
Analyze and adjust effectiveness of recruitment process to optimize candidate
quality
Analyze and adjust effectiveness of training programs to optimize results for the
business
Easy analysis of data for proper HR financial planning
The above stated Systems are some of the currently and existing system that is
currently generated and implemented here in the Philippines. Us this we undergo this
research, we hereby to use this sample articles to be our leading guide to compare with
our main research for it is output made more successful and standardize.
Compensation. Compensation is an area in which the most important changes

have been taking place in Korean firms after the financial crisis (Yu, Park, and Kim
2001). Traditionally, seniority has been an important element in determining base salary
and annual increase in Korean firms, but this system has been criticized continuously
because it did not reflect the performance of employees or companies. Since mid-
1990s, firms have moved from a seniority-based system toward performance based one
with Yeon-bong je (Korean-style merit pay) and group incentive system such as profit
sharing, and the financial crisis significantly accelerated this trend. Actually, the 2000

survey of Korean firms by Korea Labor Institute (KLI) reveals that companies that
adopted Yeon-bong je from 1998 to 2000, which is right after the financial crisis, occupy
78.3% of all companies that adopted it (Park and Noh 2001). However, although the
overall direction of the change in compensation system is from seniority to performance,
56.6% of Korean firms in 2002 still have Ho-bong table (pay table that reflects seniority).
Also the fixed wage determined with Ho-bong table occupies as much as65.7% in total
wage. These practices show that seniority still matters in Korean firms compensation
practices (Jung et al.,2003).
Evaluation. Related to the expansion of performance-based compensation,

performance evaluation is another area that went through substantial changes in Korea.
Traditionally, evaluation was not quite important under the seniority-based
compensation system, and it was mainly used for the promotion decision. However,
Korean firms began to apply evaluation results to both employee development and
compensation decision. Management by objectives (MBO) plays a key role for the
evaluation of individual performance, which applies to both compensation decision and
individual development in Korean firms. The adoption rate of MBO rapidly increased
from 35.0% in 1998 to 49.0% in 2000 (Yu, Park, and Kim 2001). Also, most of the
Korean companies make use of both performance appraisal and competency appraisal
in HR decision-making. For decisions related to compensation and promotion, the result
of performance appraisal plays a more important role, and concerning individual
development, that of competency appraisal is more important (Park and No 2001).
Additionally, more and more Korean firms are adopting 360-degree appraisal and
feedback system. In particular, upward appraisal has seen increased adoption for
compensation decision and leadership development (Yu, Park, and Kim 2001).
Organization structure. The direction of recent changes in organization structure

in Korean firms was toward a more flat structure. Traditionally, Korean firms
organization structure was characterized by long hierarchy and concentration of
authority at the top. This often brought about negative effects including stagnant and
bureaucratic attitudes (Cho 2000). Recently, Korean firms are flattening the structure by
reducing the grade system and decision making procedure and by delegating authority

to employees down in the hierarchy (Yu, Park, and Kim 2001). Team-based work
system is a very significant trial to flatten the traditional hierarchical structure. Under the
team based system, long grade hierarchy is removed, and decisionmaking line is
simplified into two steps: a team leader and team members. The 2000 survey of Korean
firms by KLI presents that 80% of respondent companies adopted team-based work
system (Park and Noh 2001). Self-supporting accounting system in business units and
outsourcing of some HR functions have also influenced recent structural changes in
Korean firms as well.
Employment adjustment. After the financial crisis, many Korean firms began to
abandon lifetime employment principles and adopt flexible employment principles. While
adjustment can come via reduced hiring, the speed of employment adjustment couldnt
be fast enough under the lifetime employment system. Therefore, firms have also used
dismissals and so-called honorary retirement plans (Bae and Rowley 2001). The
2000survey of Korean firms by KLI demonstrates that 66% of respondent companies
answered that they implemented employment adjustment since financial crisis, and
especially in1998, almost one third of Korean firms had employment adjustment (Jung
et al. 2003).
The use of a contingent labor force (e.g., part-timers, temporary workers and
leased workers) became widespread after the crisis. Accordingly, the Law on Protecting
Dispatched Workers was enacted in February 1998 to regulate and control the use of
contingent workers (Bae and Rowley 2003). It is even argued that temporary and part-
time workers now outnumber full-time workers (Burton 2000).
Employment adjustment mainly aims at cost reduction rather than productivity

improvement or HRM efficiency, and it is doubtable that it has the ultimate positive
impact on firm and national competitiveness (Jung et al. 2003).

2.3 Synthesis and relevance to the study
The study of local and foreign literatures as part of related studies reiterates the
importance, benefits and advantages of enhancing the current system of monitoring of
employees within the Human Resource Departments of certain LGU Offices and thus,
the design, development, and implementation of rated evaluations of their attendances
and salaries in an integrated environment with Human Resources Management System
should speak for itself. In todays technology there is no doubt that computerization in
any endeavor particularly in government offices is a must to make efficient and very
good evaluations of employees.

Chapter III Analysis and Design

3.1 SOFTWARE REQUIREMENTS SPECIFICATION
3.1.1 Introduction
This Software Specification requires the proponent to follow and maintain the
required Hardware Specifications for the System program to run to its core standard
and top performance state. This fulfilling requirements may have intend to a lot money
involve. We used this requirements and specification for the system to fully generate
and well clarified the main features inside the system.
3.1.1.1 Goals and Objectives
This System Specification Requirement (SSR) describes the requirements and

specifications Human Resource Management System. The main goal is to achieve
those entire needed requirement as completely as it requires.
The main objective is intended for users and owners of high-performance

clusters, cluster management software and employees evaluation could be achieve with
gaining the required Software Specifications.
3.1.1.1 Statement of Scope
The Human Resource Management System is intended to work as an System

tool for the queuing, scheduling and resource managing module of the Human
Resource Department, As part of the project, the Human Resource will manage all the
transaction, sequential and main functionalities inside the Department. It will hold the
Employees evaluation of their performance and monitor their individual work rate.
To provide HRMS to users, there will be no mechanism for users to interact with
each other, and bargain on the use of resources according to their considerations, as is
provided in a grid-computing environment.

Req. No. Priority Reference Description

Access Privileges
R1 High User There shall be three levels of access:
administrator, assistant, and citizen
R2 High User Admin are permitted to add and edit all
data.
R3 High User Admin are allowed to view audit trails.
R4 Med User All user privileges are allowed to view
public reports.
R5 High User Only Administrators can view executive
and confidential reports.
Appraisal
R6 High User Each employee must rate and must be
rated
R7 Med User Evaluate each project finished by the
employee
R8 Med User Record the good and bad outcomes.
Employee
R9 High Employee User is responsible to check for
applicants requirements.
R10 High Employee If Requirements is incomplete, reminds
the applicant for completion.
R11 High Employee If Complete, records all the information.
R12 Med Employee If all requirements met, Hires the
applicant.
Interview
R12 High Applicant Applies for a job.
R13 High Applicant Contact for interview and pass all the
requirements.
R14 High Applicant If Interview is passed, then record all

personal information else back to start.

R15 Med Applicant After recording simply assign an office.
Login
R16 High User Must Login and be verified into the
system.
R17 High User If verification success then login
successfully else re-enter ID and
Password.
Recruit
R18 High User Post for available and new jobs.
R19 High User Select applicant with Skills.
R20 High User If selection success then scheduled for
interview else not qualified.
R21 High User After Interview must completely pass
all the requirements.
R22 Med User After completing all process simply Hire
Applicant.
Train
R23 High User Checks Employee for training
R24 High User If Checking available then enter
employee name else re-checks
employee for training.
R25 High User After entering name, prompts the
employee for training.
Update
Employee
R26 High User Login into the system.
R27 High User Display information.
R28 High User Select Edit and Determine user
authorization. The modification of any

data will be administered by the HR

while some of the data can be modified
by the employee himself.
R29 High User If administered Edit record else not
administered.
R30 High User If all process done then Save record.

3.1.1.1 Software Context
The system context is a fundamental artifact in the software architecture of a

system. Developing the system context view is important, because this view is used as
a mechanism to trace back to the business context, and downstream to the functional
and operational architecture. We shall provide a brief overview of the business context
to understand why traceability to it is important.
3.1.1.1 Major Constraints
The current constraints on the project are related to the provision of hardware
resources to implement and test a high-performance cluster. For better performance
analysis, a larger number of dedicated workstations would be beneficial.
For testing purposes, a simulating tool needs to be used which may have to be
specially designed if a generic one is not readily and freely available. Another constraint
is that during the testing we assure to see that all the possible flaws and errors to be
occurred may fix and handled.

3.1.2. Usage Scenario
3.1.2.1 User Profiles
The following definitions describe the actors in the system.
Administrator An administrator has the responsibility for registering new

employee and applicant. They have the right to view and change
password of the users.
Employee An employee can become an administrator, supervisor, or a user of

the system.
Employer An employer is responsible for registering new applicant, making

decisions for bonuses and promotions and offering training and
seminars for development of employees.
Supervisor A supervisor is responsible for making evaluation in his/her fellow

subordinates within the department.
System The system refers to the computer hardware and software that
controls the application. It accepts user inputs, displays user
outputs, and interfaces to the web server through the internet.
Web Server The web server is a remote computer system that maintains the
database and serves Web pages to the system.
3.1.2.1 Use Cases
The following use-cases are typical interactions between the external environment and
the internal software system. Each use case is described in section 2.2.2.
1. Log onto system
2. Hire applicant
3. Enter applicant information
4. Train employees
5. Update employee information
6. Employee attendance

7. Evaluate the employee performance
8. Assign salary grade for employee position
9. View account information
10. View Report
11. Create new user profile
12. Promote an employee

3.1.2.2.1 Use Case Diagram
The use case diagram in Figure 3.1.2.2.1.1 shows six actors that were described in
section 3.1.2.1. In order to minimize the complexity of this diagram several connections
were left out. For instance, every use-case will typically involve an interaction with web
server and the system.
Figure 3.1.2.2.1.1: Use-case Diagram of Human Resource Management System

3.1.2.2.2 Use-Case Descriptions
Use-case: Log onto the system

Primary Actor: Employer
Goal in context: To gain access to the system
Preconditions: The employer has a valid username and password
Trigger: An employer needs access to the system to manage employee.
Scenario: 1. The system prompts the employer for their username and
password.
2. The employer enters their username and password.
3. The system sends the username and password to the Web
server.
4. The web server sends back the password registered to the
username,
5. The system verifies the password and sets the users
authentication.
6. The employer is given access to the system to manage
employees.
Exceptions: The username and password cannot be verified.
Use-case: Enter applicant information

Primary actor: Employer
Goal in context: Enter all information, skills and training of the applicant
Preconditions: The applicant must be 18 years old and above
Trigger: An applicant must complete all his/her information
Scenario: 1. The applicant gives his/her resume during the interview
2. The applicant must have complete information
3. The employer enters the applicant information and skills for the
job.
Exceptions: Applicant skill and experience is exactly what the company needs
for his/her job.

Use-case: Train employee(s)

Primary actor: Supervisor
Goal in context: To train the employees for the future projects.
Preconditions: The supervisor handles the employee
Trigger: Needs to develop new projects in the future.
Scenario: 1. The employee acknowledges the trainings given to them
2. The employee must comply in their training session
3. The supervisor supervises his/her employee in their works
Exceptions: The employee has already undergone the training.
Use-case: Update employee information

Primary actor: Administrator
Goal in context: To update information of the employee
Preconditions: The exact employee is known
Trigger: Personal information has changed and needs to be updated
Scenario: 1. The administrator logs onto the system
2. The administrator selects edit the information of the employee
3. The system prompts for the name or ID of the employee
4. The system requests the record from the Web Server
5. The form is displayed in the screen
6. The administrator edits the appropriate fields
7. The administrator selects save
8. The system sends the updated record to the web server for
storage.
9. The administrator receives confirmation that the information
was served.
Exceptions: The employee is not to get updated without any attachment of
forms or papers supporting the updates or modifications.

Use-case: Employee attendance

Primary actor: System
Goal in context: To record the tardiness and absenteeism of the employees
Preconditions: Employees must be on time.
Trigger: The employee must have attendance
Scenario: 1. The system requires the attendance for the evaluation of
performance
2. Evaluates the attendance for the appraisal of employees
Exceptions: The employee has filed a leave.
Use-case: Evaluate employee performance

Primary actor: Supervisor and Employees
Goal in context: To evaluate employees for their performance in their job
Preconditions: Complies for the companys requirements and works
Trigger: Needs for promotion or appraisal of employee
Scenario: 1. The Employees rate themselves.
2. The Employees rate the Supervisor.
3. The Supervisor rate themselves.
4. The Supervisor rates the Employees.
5. The Employees rates his/her colleagues in the department.
6. The Supervisor will make an assessment of his/her
employees.
7. The Supervisor identifies what to do next.
Exceptions: Supervisor/ Employee have rated for themselves and for others;
and had rated in the period of rating.
Use-case: Assign salary grade for employee

Goal in context: To assign salary grade for employee
Preconditions: Each employee must have a salary grade depending on their job

Trigger: After hiring the employee

Scenario: 1. The administrator logs onto the system.
2. The administrator/employer hires the employee
3. The administrator assigns a salary grade to the employee
depending on his/her job
Exceptions: Contractual workers also has salary grade.
Use-case: View Account Information

Primary actor: Supervisor/Administrator/ Employee
Goal in context: View account
Preconditions: The Supervisor/Administrator/ Employee wants to view something
Trigger: Information has been changed previously.
2. The administrator selects view account information from the
main menu
3. The administrator selects the name of the employee
4. The system requests the personal data sheet of the employee
to view the account information from the web server
5. The account is displayed in the screen
6. The administrator is given the option to close or print the
information
7. The account information is closed or printed.
Exceptions:
Use-case: View report

Primary actor: Supervisor/Administrator
Goal in context: To view report
Preconditions: The administrator wants to print a report
Trigger: An administrator decides to print the summary of employees
performance every month


2. The administrator selects view report from the main menu
3. The administrator selects the name of the employee
4. The system requests the performance evaluation form to view
the report information from the web server
5. The report is displayed in the screen
6. The administrator is given the option to close or print the
information
7. The account information is closed or printed.
Exceptions: Performance appraisal has not given.
Use-case: Create new user profile

Goal in context: To create new users of the system
Preconditions: The user must be a supervisor or an employer
Trigger: Needs to supervise the employees and evaluate their
performance
2. The administrator selects create new user from the main menu
3. The administrator selects the name of the supervisor/employer
4. The system requests the system setup to create user account
from the web server
5. The administrator receives verification that the account has
been created
Exceptions: The new user entered already exists.
Use-case: Promote an employee

Primary actor: Supervisor
Goal in context: To promote an employee for his/her performance.
Preconditions: The employee has excellent performance in his/her job.

Trigger: There are vacant position for the promotion

Scenario: 1. The supervisor logs onto the system
2. The supervisor checks if there are available position for the
promotion
3. The supervisor assess the performance of his/her subordinates
4. The supervisor, notify his/her employee(s) in the application of
the available position to be promoted.
5. The supervisor accepts the application of the employee
Exceptions: No vacant positions for promotion.
3.1.2.3 Special Usage Considerations
1. Salary grades of employees can be changed yearly.

2. HR/ Admin is the primary editor or modifier of the accounts of the employees
provided that the employees would submit or attach supporting files of their
update status.
3. Employees may modify or change some of their account information from the
system like contact numbers or address.

3.1.2.4 Activity Diagrams
The following activity diagrams show the actions that occur during a particular
use-case. Figure 3.1.2.4.1shows the steps taken as an employer logs on to the
computer system. Access is only granted if the correct user ID / password combination
is entered within the first three attempts. After a third attempt the user ID will be locked
out and an administrator will need to issue a new password. Once the access is granted
the employer can use the system according to their level of authorization.
Figure 3.1.2.4.1 Activity diagram for logging on to the system

Figure 3.1.2.4.2 shows the activity diagram involved in interviewing new

applicant. The applicant applies for a job, and will be contacted by the employer for
interview and he/she must pass all requirements.
Figure 3.1.2.4.2 Activity diagram for interview applicant

Figure 3.1.2.4.3 shows the activity diagram involved in hiring an applicant. The
system will check for the applicants requirements, and records into the system.
Figure 3.1.2.4.3 Activity diagram for hiring employee

Figure 3.1.2.4.4 shows the activity diagram involved in train employees. The
system will check for available training and checks for the employees that did not
undergo the said training.
Figure 3.1.2.4.4 Activity diagram for training employees

Figure 3.1.2.4.5 shows the activity for updating employee information. The
system prompts for employee ID or name, selects edit and the system will determine
the authorization and edit record
Figure 3.1.2.4.5 Activity diagram for updating employee information

Figure 3.1.2.4.6 shows the activity involving recruitment of the employees for
new jobs that are available.
Figure 3.1.2.4.6 Activity diagram for employee recruitment

Figure 3.1.2.4.7 shows the activity that involves the attendance records of each
employee.
Figure 3.1.2.4.7 Activity diagram for Employee Attendance

3.1.3. Data Model Description
3.1.3.1 Data objects
Users Data Object
Column Name Description

User_Id A unique identifier assigned to the
users.
Users_Emp_Id An identifier that refers to the
employees.
Users_Username Users username
Users_Password Users password.
users_Role Users role.
Department Data Object

Department_Id A unique identifier assigned to the
department.
Department_Name The name of the department.
Department_Desc Refers to the description of the
department

Employee Data Object

Employee_Id A unique identifier assigned to the
applicant.
Name Refers to the full name of the
employee/applicant.
Address Employees full address.
ZipCode Employees zip code.
PhoneNumber Employees phone number.
Email Email address of the Employees
Gender Refers to the gender of the Employees
DateOfBirth Refers to the birthdate of the
Employees
Civil Status Refers to civil status of the Employees,
whether he/she is single, divorced etc.
Critical Factor Evaluation Data Model

Employee_Id A unique identifier assigned to the
employee.
Employee_Rate Refers to the rate of the employee
Rating_Period Refers to the date of evaluation.
Description Refers to the description added by the
evaluator.

Position Data Object

Position_Id A unique identifier assigned to the
position schedule.
Position_Name Refers to the name of the position
Position_Salary_Id An identifier that refers to the salary
grade and salary step of the position
Position_Rate Refers to the rate of the position
Development/Training Data Object

dev_Id A unique identifier assigned to the
development.
dev_Employee_Id An identifier that refers to the
employee.
dev_Training_Id An identifier that refers to the training
of the employee.
Eligibility Data Object

eli_Id A unique identifier assigned to the
eligibility.
eli_Employee_Id An identifier that refers to the
employee.
eli_Name Refers to the eligibility name.
eli_Grade Refers to the eligibility grade.
eli_Date Refers to the eligibility date.
eli_Place Refers to the place of eligibility.

Salary Grade Data Object

Salary Grade A unique identifier assigned to the
salary grade.
Salary Step Refers to the salary step regarding the
salary grade.
Amount Refers to the amount of the salary
Status Refers to the status of the salary
EffectivityDate Refers to the effectivity date of salary

3.1.3.2 Relationships
The employees must have an account to access the system and in order to
evaluate themselves and the supervisor to evaluate them.
A HR Staff employee may add many employees and update their information.
An Employee may only update their own information and they cant see other
employees information. It is also possible for the employee to add information all about
their trainings, civil service eligibility, voluntary work, work experience, references, etc.
Supervisor is responsible for evaluation of the employee twice a year to rank the
employees from outstanding to unsatisfactory.
Each time the employee is completely evaluated there will be training for the
employee that is low performing according to its rating in performance evaluation and
the employee will be notified in their accounts.

3.1.3.3 Complete data model
The relationships between the data objects describe in section 3.2 are shown in
Figure 9.
Figure 3.1.3.3.1 Relationship diagram for the Human Resource Management System

3.1.4 Functional Model Description
3.1.4.1 Class Diagrams
The associations between the different classes are shown in Figure 10. The
access functions to get and set private data attributes have been removed clarity.
Figure 3.1.4.1.1 Human Resource Management System Class Diagram

3.1.4.2 Data Dictionary of Class Diagram
Table 3.1.4.2.1 Employee

The table below shows the data dictionary of employee table.
Field Data Type Null Length

employee_Id Int no
employee_FirstName Varchar no
employee_LastName Varchar no
employee_MiddleName Varchar no
employee_NameExt Varchar no
employee_Address Text no
employee_Contact Varchar no
employee_Email Varchar no
employee_Gender char no
employee_Birthdate Date no
employee_PlaceofBirth Text no
employee_ZipCode Varchar no
employee_CivilStatus Varchar no
employee_Citizenship Varchar no
employee_ATMnum Varchar no
employee_GSISNum Varchar no
employee_SSSnum Varchar no
employee_Pagibignum Varchar no
employee_PHnum Varchar no
employee_Taxnum Varchar no

Table 3.1.4.2.2 Position

The table below shows the data dictionary of position table.

position_Id Int no
position_Name Varchar no
position_Salary_Id Int no
position_Rate Money no
position_Desc Varchar no
position_Status Varchar no
Table 3.1.4.2.3 Department

The table below shows the data dictionary of Department table.

department_Id Int no
department_Name Varchar no
department_Desc Varchar no
Table 3.1.4.2.4 Nature of Employment

The table below shows the data dictionary of Employment table.

employment_Id Int no
employment_Name Varchar no
employment_Desc Varchar no
employment_Status Char no

Table 3.1.4.2.5 Salary Step

The table below shows the data dictionary of Salary Step table.

salarystep_Id Int no
salarystep_Grade_Id Int no
salarystep_Step Int no
salarystep_Amount Varchar no
salarystep_Effectivity Date no
salarystep_Status Varchar no
Table 3.1.4.2.6 Users

The table below shows the data dictionary of Employment table.

users_Id Int no
users_Emp_Id Int no
users_Username Varchar no
users_Password Varchar no
users_Role Varchar no
users_Status Char no

3.1.4.3 Software Interface Description
3.1.4.3.1 External machine interfaces
The software will be capable of printing reports on a local or network printer.
3.1.4.3.2 External system interfaces
The HRM system will communicate with a Web Server on the internet through a
high speed network connection such as DSL or cable.
3.1.4.3.3 Human interface
The web pages shall permit complete navigation using the keyboard alone, in
addition to using mouse and keyboard combinations.

3.1.5 Behavioral Model Description
3.1.5.1 Description for software behavior
A program's behavior is ultimately the collection of all its executions. This

collection is diverse, unpredictable, and generally unbounded.
3.1.5.1.1 Events
Employee Class Events
Admin registers an Employee
Employee started for work
Employee gets Salary
Employee is rated
Employee attends seminars from Company
Employee gets promoted
Employee rates the supervisor and other employees
Employee modifies his/her information
Employee is no longer employed at the office
HR Class Events
HR logs onto the system
HR logs off the system
HR rate the Employee
HR promotes the Employee

HR change Employee information
HR terminates the Employee
Company Class Events
Employee added to the Company
Employee fired from the Company
Company sets seminars
Employee added to bonus receiver
Employee received salary
Employee received the bonus
Employee received promotion
Print personal data sheet of Employee(s)
User acknowledgement
3.1.5.1.2 States
Employee States Description

Registered The Employee is in the process of
registered.
Employed The Employee has started for work in the
Company.
Evaluation The Employee was evaluated for quality of
work done and would evaluate for the
performance of other employees
especially the Supervisor.
Modification Some information from his/her account in

the system could be modified by the

employee himself/herself.
Promoted The employee has been promoted to

higher position.
Attend Seminar The employee attended a seminar
conducted by the Company.
Fired The employee was removed by the
Company.
End of Contract The employee finished the contract with
the Company.
HR States Description
Registering Setting up a new account for employee.
On Line HR logged on into the system.
Off Line HR logged off from the system.
Terminated HR employee using the system has been
terminated.
Modification HR modifies the information from the
account of the employee provided with
supporting documents from the employee.

3.1.5.2 State Chart Diagram
A State Chart diagram for the entire system is shown in Figure. #. After a user
logs on the system will check for the reminders and update account records are
needed. The user will then select a hyperlink to load a page the appropriate page.
After the employee has finished the contract, the Company will then
automatically terminate the employee with 20 preceding days of the end of the contract
to work on clearance papers of the employee. If employee is promoted, they will need to
log out then log on to the system for the new changes to take effect.
Figure 3.1.5.2.1: HRM overall state-chart diagram

Figure 3.1.5.2.2: Employee state-chart diagram
Figure 3.1.5.3: Company state-chart diagram

Figure 3.1.5.4: Waiting list state-chart diagram
3.1.6 Restrictions, Limitations, and Constraints
The system shall integrate within the existing LAN structure and with the existing
systems, such as the database management system
All server side code shall be written in JAVA.jsp
3.1.7 Validation Criteria
Software validation will ensure that the system responds according to the users
expectations; therefore it is important that the end users be involved in some phases of
the test procedure.
3.1.7.1 Classes of Test
Unit testing will be conducted on all of software subsystems including

1. Daily Attendance
2. Viewing and editing information
3. Viewing and printing reports
4. Logging on the system
5. Selecting of employment

6. Waiting lists
7. Viewing and printing invoices and PDS
3.1.7.2 Expected software response
The software should display an appropriate error message when a value outside
the accepted limit is entered.
The software should not be capable of deleting an employee record even if they
are fired or have finished the contract from the Company (for future employment
investigation, background check or tracking).
3.1.7.3 Performance Bounds
The system shall support simultaneous users.
The system shall also provide access to the database with a latency within 20
seconds.
Data validation and auto format of information are given.

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Human Resource Management System

Project Study Page 1

1.1 Statement of the Problem

Project Study Page 2

User and Management Reports

1. List of Trainee 6. Contract of Service

1.2. Background and Objectives of the Project

As we go further gathering all the information and conducting interviews, we

1.3. Significance and Scope of the Project

Human Resource Management System is a system based module under Human

The Scope of this system was listed below:

1. Employees Performance Appraisal

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1.4. Documentation of Existence and Seriousness of the Problem

1.4.1 Documentation of current system/s

1.4.2 Problem/s identified with the existing systems

Modern society is characterized by an increasing need for specialized institutions

1.4.3 Process models of existing systems contributing to the problem

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1.4.4 Data models of these existing systems

Process Model of Existing System Contributing to the Problem

Figure 1.1 Process Model of Existing Appraisal System

1.5. Review of Existing Alternatives

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managers on how to conduct performance appraisals that instill pride in individual

High anxiety because the process is so subjective and no benchmark

Often managers artificially rate individual employees to save money or to keep

Appraising employees to boost their motivation in their work is a best practice to

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Chapter II Related Studies

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2.0 Review of Related Literature and Studies

2.1 Foreign Literature and Studies

HRD is about the development of people within the organization. It is a very

There are various books, articles written on the subject of Performance

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Governments performance directly influences the well being of citizens,

Performance management is now ongoing, systematic approach for improving

HR Systems in Practice: MNC Subsidiaries versus LOCs

Human Resource is responsible for employee experience during the entire

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role. Finally, Human Resource is involved in employee terminations including

The businesss system of personnel policies can affect economic performance.

Models or workplace organization rooted in psychology draw on theories of

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Institutionally-oriented analyses of labor unions suggest that personnel practices

Each of different theoretical perspective stresses two fundamental points.

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China-based high-performance HR system

Theres general agreement that high-performance HR systems can lead to better

Control HR can be thought of as traditional HR practices, such as getting

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Chinas enterprise managers made substantial progress in instituting modern

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Performance-Based HR System in Korea

Many Korean firms went through fundamental changes in their management

There is still no consensus on a term to describe current form of HR systems in

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Traditional Korean HRM is characterized by seniority-based HR practices and

(1) from internal labor market-based to external labor market-based,

(2) from group seniority-based to individual performance-based,

(3)Best Practices and Performance-Based HR System in Korea 5from people-

(4) from staff-based to line manager-based,