MIS Project Report On NGO Care Bangladesh
MIS Project Report On NGO Care Bangladesh
BANGLADESH
A Project Report Submitted to the Department of MS in MIS for the Partial Fulfillment of
the Requirements for the Degree of MS in MIS
Department of MS in MIS
Daffodil International University (DIU)
Dhaka, Bangladesh
APPROVAL
This Project titled “Human Resource Management Information System for CARE
Bangladesh", submitted by Md. Rofiqul Islam to the Department of MS in MIS, Daffodil
International University (DIU), has been accepted as satisfactory for the partial
fulfillment of the requirements for the degree of MS in MIS and approved as to its style
and contents.
BOARD OF EXAMINERS
1. ________________________________ Dean
(Dr. M. Lutfar Rahman)
Professor and Dean
Faculty of Science and Information Technology
Daffodil International University (DIU)
Dhaka- 1207
2. ________________________________ Chairman
(Dr. Md. Fokhray Hossain)
Associate professor
Department of CSE, CIS & CS
Daffodil International University (DIU)
Dhaka- 1207
(i)
DECLARATION
We thereby declare that, this project has been done by us under the supervision of Dr. Md.
Fokhray Hossain, Associate professor, Department of CSE, CIS & CS, Daffodil
International University (DIU). We also declare that neither this project nor any part of
the project has been submitted elsewhere for awarding of any degree or diploma.
Supervised by:
-----------------------------
Dr. Md. Fokhray Hossain
Associate professor
Department of CSE
Daffodil International University (DIU)
Submitted by:
--------------------------------
Md. Rofiqul Islam
ID: 063-17-179
Department of MS in MIS
Daffodil Internal University (DIU)
(ii)
ACKNOWLEDGEMENT
This study will be incomplete until my gratitude and heartfelt regards to my honorable
study supervisor Dr. Md. Fokhray Hossain, Associate professor, Department of CSE, CIS
& CS, Daffodil International University (DIU) is conveyed. His invaluably experienced
guidelines and continuous suggestions encouraged me to step in this study of HRMIS
Software. I am simply grateful to my teacher.
In way of the completion of this study I would also like to remember all the help and
support from my colleagues at CARE Bangladesh. Special thanks for my department and
IT for their great tolerance to my boundless queries. We walked together to the path of the
completion of this study.
The contribution of many authors, publishers and firms in the computer industry that
contributed case materials, ideas, illustrations and photographs used in this text are also
thankfully acknowledged.
(iii)
ABSTRACT
Human Resources Management (HRM) is always a difficult question for the management
of an organization. In order to support effectively and efficiently this management aspect,
in the information technology (IT) area, the Human Resource Management Information
System (HRMIS) is the key tool for the organization to well organize the HRM
information, link it to the organizational business objectives, and align recourses to
support the corporate strategy.
(iv)
CONTENTS
Page
APPROVAL…... ……………………………………………..……………….. (i)
BOARD OF EXAMINERS ……………………………………..…………….. (i)
DECLARATION………… ……………………………………..…………….. (ii)
ACKNOWLEDGEMENT …………………………………………..………… (iii)
ABSTRACT …………………………………………………………...…….… (iv)
CHAPTER
1. INTRODUCTION
1.1 Background of the Project ……………………………….… 1
1.2 Problems of the existing system …………………………… 3
1.3 Aim of the Project …………………………………………. 3
1.4 Methodology to be used …………………………………… 4
1.5 Conclusion …………………………………………………. 4
(vi) Page
2.4
2.5 Co
2.6 Co
(vii)
3.9
3.10 Methodology ………………………………………………… 3
3.11
3.12
4 PROPOSED SYSTEM
4.1
4.2
4.3
5.3
5.4
5.5
5.6
5.7
6 CRITICAL APPRAISAL
6.1
6.2
6.3
7 CONCLUSION
7.1 Analysis of the contribution ……………………………….. 54
7.2 Recommendations and suggestions for further research …... 57
REFERENCES …………………………………………………….. 59
APPENDICES
Appendix A
(i) Confirmation ….
……………………………….... A (i)
(ii) Warning Letter ………………………………….
A (ii)
(iii) Training Log Sheet …………………………….
A (iii)
(iv) Data sheet on Separation ……………………….
A (iv)
(v) In Charge Letter ………………………………...
A (v)
(vi) Area Transfer …………………………………..
A (vi)
(vii) Acceptance of Resignation ……………………
A (vii)
(viii) Promotion …………………………………… A (viii)
ANNEXURES
Annexure A ………………….………………… AA (i) – AA (xvi)
Annexure B ……………………...…………… AB (i) – AB (xxxx)
LIST OF TABLES
Table 1: Comparison between Old & New System ………... 41
LIST OF FIGURES
Figure 1: HRM Definition ………..………………………… 7
Figure 2: Salary Information ……..………………………… 27
Figure 3: Relative Information …...………………………… 27
Figure 4: Promotion ………..…………………………….… 28
Figure 5: Re-designation ..………..………………………… 28
Figure 6: Area Transfer ………..…………………………… 29
Figure 7: Disciplinary Action ...…..………………………… 29
Figure 8: Performance Evaluation ..………………………… 30
(ix) Page
Figure 9: Training Information .…..………………………… 30
Figure 10: In-Charge Information …………………………... 31
Figure 11: ERD ……………….…..………………………… 32
Figure 12: Methodology …………..………………………… 33
Figure 13: Promotion Sample Test-1 ……………………….. 38
Figure 14: Promotion Sample Test-2 ……………………….. 39
Figure 15: Promotion Sample Test-3 ……………………….. 39
Figure 16: Promotion Sample Test-4 ……………………….. 39
Figure 17: Login Tracking Sample Test-1 ……………..…… 40
Figure 18: Login Tracking Sample Test-2 ……………..…… 40
Figure 19: Sample Software Snapshot-1 …................……… 42
Figure 20: Sample Software Snapshot-2 …................……… 42
Figure 21: Sample Software Snapshot-3 …................……… 43
Figure 22: Sample Software Snapshot-4 …................……… 43
Figure 23: Sample Software Snapshot-5 …................……… 44
Figure 24: Sample Software Snapshot-6 …................……… 44
Figure 25: Sample Software Snapshot-7 …................……… 45
Figure 26: Sample Software Snapshot-8 …................……… 45
Figure 27: Sample Software Snapshot-9 …................……… 46
Figure 28: Sample Software Snapshot-10 …..............……… 46
Figure 29: Sample Software Snapshot-11 …..............……… 47
Figure 30: Sample Software Snapshot-12 …..............……… 47
Figure 31: Sample Software Snapshot-13 …..............……… 48
Figure 32: Sample Software Snapshot-14 …..............……… 48
Figure 33: Sample Software Snapshot-15 …..............……… 49
Figure 34: Sample Software Snapshot-16 …..............……… 49
Figure 35: Sample Software Snapshot-17 …..............……… 50
Figure 36: Sample Software Snapshot-18 …..............……… 50
Figure 37: Sample Software Snapshot-19 …..............……… 51
(x)
Chapter 1
Introduction
Organizations are spending billions of dollars every year for purchasing software from
outside vendors. To develop software within organization initiative, we can save the
money and use this money for other development project. We are far away from the use
of automated system. Information Technology has reached only in Telecommunication
Industries, Financial Institute and in some Multi National Company. Information
Technology has also been introduced in Governmental institute but, still most cases
planning stages, may be some of them in implementation stage. The country is still far
away from the blessings of new digital age.
Invariably, Human Resource Management (HRM) issues have been major concern for
managers at all levels, because they all meet their goals through the efforts of others,
which require the effective and efficient management of people. The spacious array of
HRM activities for example, planning, recruiting, selection, and training just to mention
but few place enormous responsibilities on supervisors and managers alike. These
embrace analyzing jobs, planning labour needs, selecting employees, orienting and
training employees, managing compensation, communicating (which includes counseling
and disciplining), and maintaining employee commitment.
In addition to the already mentioned activities are, ensuring fair treatment, appraising
performance, ensuring employee health and safety, building and maintaining good
employee/labour relations; handling complains and grievances, and ensuring compliance
with human rights, occupational health and safety, labour relations, and other legislation
affecting the workplace. Regardless of field of expertise, from accounting to production
control, learning about employee rights, employer responsibilities, and effective HRM
1
practices may provide all managers with knowledge that enables them to perform more
effectively.
However, according to Stewart (1996), the Human Resource Management function has
faced a scuffle in justifying its position in organizations. Firms easily justify expenditures
on training, staffing, reward, and employee involvement systems in favorable conditions,
but when faced with financial difficulties, such Human Resource (HR) systems become
prime target for cutbacks. Nonetheless, introducing Strategic Human Resource
Management (SHRM), in exploring HR’s supportive role in business strategy, presented a
possibility for demonstrating its value to the firm.
Lately, the increasing pressure to support strategic objectives and the greater focus on
shareholder value have led to changes in both job content and expectations of HR
[Ref-11] [Ref-15]
professionals (Storey et al., 2000; Ball, 2000) . Similarly, Schuler et al.,
[Ref-10]
(2001) and Mayfield et al., (2003) noted that one such major changes included
contemporary use of Information Systems (IS) in support of the HRM process. More so, a
careful analysis indicated that increased Human Resource Management Information
Systems (HRMIS) usage enabled improved professional performance and thus facilitated
involvement in internal consultancy activities (PMP (UK) Ltd 1997). In addition,
according to Ulrich (1997), using HRIS provides value to the organization and improves
HR professionals’ own standing in the organization.
HRMIS provides management with strategic data not only in recruitment and retention
strategies, but also in merging HRMIS data into large-scale corporate strategy. The data
collected from HRMIS provides management with decision-making tool. Through proper
HR management, firms are able to perform calculations that have effects on the business
as a whole. Such calculations include health-care costs per employee, pay benefits as a
percentage of operating expense, cost per hire, return on training, turnover rates and costs,
time required to fill certain jobs, return on human capital invested, and human value
added. It must be noted though, that, none of these calculations result in cost reduction in
the HR function (Gerardine DeSanctis, 1986: 15). The aforementioned areas however,
may realize significant savings using more complete and current data made available to
the appropriate decision makers. Consequently, HRMIS are seen to facilitate the provision
of quality information to management for informed decision-making. Most
2
notably, it supports the provision of executive reports and summaries for senior
management and is crucial for learning organizations that see their Human Resource as
providing a major competitive advantage. HRMIS is therefore a medium that helps HR
professionals perform their job roles more effectively (Grallagher, 1986; Broderick and
Boudreau, 1992).
Even though, numerous studies in this area have provided substantial empirical and
theoretical contributions to the field of HRMIS this area of investigation is still in its
infancy. Interestingly, little however is known about the role of HRMIS in SHRM. As the
pressure to shift from HRM to SHRM keeps on mounting, coupling with severe global
competition, and in conjunction with the ever-increasing demand for HRMIS, further
research is still needed in this field.
1.2 Problems of the existing System
Existing system are as follows:
1. Staff information preserves and retrieves.
2. Promotion Tracking.
3. Training Information.
4. Service Length Calculation.
5. MIS monthly Report.
3
This project helps the management to fulfill the followings:
1. Work with broad scope.
2. Integration with other programs.
3. Flexibility.
4. User friendly.
5. Sufficient Reports that fulfill management requirements.
6. Less dependency to others.
7. Less paper work.
8. Maximum automation.
9. Ensure information accuracy and consistency.
10. In-house program development.
Back-end Database Use: MS SQL Server 2000 is the RDMS solution from
Microsoft Corporation. This is one of the leading and secured database software in the
world developed by Microsoft Corporation.
Report Design: In generation of user, requested outputs and reports from the
MIS would be popular report generating software Crystal Report would be used.
1.5 Conclusion
In conclusion, the development of a project management culture within the organization
has meant a long-term commitment. One cannot really pinpoint in time when it began,
but like most other organizations, my organization has progressed along a path of project
4
management maturity. As a result of a major project failure in the early 1990’s, there was
recognition of the need for a structured approach to managing projects to increase their
likelihood of success. My organization’s project management methodology will be
develop and evolve over the past ten years. It has been an iterative process with input
from various parts.
5
Chapter 2
Human Resource Management Information System
2.1 Introduction
The HRM concept is elaborated from different and varying view points. More so, the various
definitions of the concept, context and scope of HRM and its associated processes are
presented. The chapter ends with a summary. The term ‘Human Resource Management’ has
been the subject of considerable debate, and its underlying philosophy and character are
highly controversial. Much of this controversy stems from the absence of a precise
formulation of and agreement on its significance and definition (Storey, 1989; and 1995a)
[Ref-11] [Ref-2]
, as cited by Bratton and Gold (2003: 7) . Obviously, definition of the subject
matter is needed for analysis and understanding of HRM theory and practice.
[Ref-3]
De Cenzo and Robbins (1996: 8) defined HRM as the part of the organization that is
concerned with the people dimension, and it is normally a staff or support function in the
organization. HRM role is the provision of assistance in HRM issues to line employees, or
those directly involved in producing the organization’s goods and services. Acquiring
people’s services, developing their skills, motivating them to high levels of performance,
and ensuring their continuing maintenance and commitment to the organization are
essential to achieving organizational goals. This is much the case regardless of the type of
organization, government, business, education, health, recreation, or social action. The
authors proposed an HRM specific approach as consisting of four functions- staffing,
training and development, motivation, and maintenance.
6
[Ref-2]
In addition, Bratton and Gold (2003: 7) define HRM as the strategic approach to
managing employment relations which emphasizes that leveraging people’s capabilities is
critical to achieving sustainable competitive advantage. This is achieved through a
distinctive set of integrated employment policies, programs and practices. The authors
presented HRM functions as planning, recruitment and selection, appraisal and
performance management, reward management, development, employee relations, health
and safety, and union-management relations. Moreover, to Alan Price (2004: 32) [Ref-1]
HRM aims at recruiting capable, flexible and committed people, managing and rewarding
their performance and developing key competencies.
Contributing to the working definition of HRM is Abecker et al., (2004)[Ref-13]. They see
HRM as a strategic and target oriented composition, regulation and development of all
areas that affect human resources in a company. Efficient and effective management of
these resources to a large extend, affects human resource behavior, and consequently the
performance of the organization as a whole. Moreover, the authors identified HRM with
the field it covers. These include planning aspects- personnel requirements analysis and
personnel asset analysis, and change aspects- recruitment, personnel development and
labor displacement (Ibid). Next, is the diagrammatic representation of the said field.
7
Lastly considered are the opinions of various management scholars who have taken a
more in-depth look at the whole concept of HRM. These opinions should be given the
greatest weight, since they reflect more in-depth research on the subject than is done by
most textbook authors. Few such authors are Dessler et al., (1999) [Ref-4], and Torrington
et al., (2005)[Ref-12].
[Ref-12]
According to Torrington et al., (2005: 5) HRM is fundamental to all management
activity and has evolved from a number of different strands of thought. It is best
described as a loose philosophy of people management rather than a focused
methodology. Thus, distinction has been made between HRM as body of management
activities on one hand (generically described as personnel management) and then on the
other as a particular approach to execute those activities (carrying out people-oriented
organizational activities than traditional personnel management).
objectives. These four objectives are the corner stone of all HR activities. These include
Staffing, Performance, Change-management and Administration. Staffing objective
focuses on finding the appropriate pool of human resources needed to ensure fully and
timely supply of work force (Ibid). It therefore involves designing organizational
structures, identifying working conditions for different groups of employees followed by
recruiting, selecting and developing the personnel required to fill the roles. Performance
objective aims at ensuring workforce motivation and commitment for effective
performance. Consequently, employees training and development remain important.
Moreover, managing change effectively and efficiently remains one of the core objectives
in almost every business. Key issues here include recruiting and/or developing people
with the required leadership skills to drive the change process. Change agents are
employed to encourage acceptance of change by coming out with reward systems
associated with the change process. Employees’ involvement is also paramount here and
is encouraged. The aim is to avoid resistance to change, more especially where it involves
cultural changes (attitude, philosophy or long-present organizational norms).
8
Administration objective aims at facilitating the smooth running of the organization.
Hence, there is the need for accurate and comprehensive data on individual employees,
records of achievement in terms of performance, attendance, training records, terms and
condition of employment and personal details are (Ibid).
However, for the purpose of this study, literature on the HRM concept will be based on
[Ref-4]
the opinions of Dessler et al., (1999) . The authors defined HRM as the management
of people in organizations. It consists of the activities, policies, and practices involved in
obtaining, developing, utilizing, evaluating, maintaining, and retaining the appropriate
number and skill mix of employees to accomplish the organization’s objectives. The goal
of HRM is to maximize employee’s contributions in order to achieve optimal productivity
and effectiveness, while simultaneously attaining individual objectives and societal
[Ref-4]
objectives Dessler et al., (1999: 2) . To the authors, the function of HRM include
assisting the organization in attracting the quality and quantity of candidates required with
respect to the organization’s strategy and operational goals, staffing needs, and desired
culture. Helping to maintain performance standards and increase productivity through
orientation, training, development, job design, effective communication, and performance
appraisal. Helping to create a climate in which employees are encouraged to develop and
utilize their skills to the fullest. Helping to establish and maintain cordial working
relationship with employees. Helping to create and maintain safe and healthy work
environment. Development of programs to meet economic, psychological, and social
needs of the employees. Helping the organization to retain productive employees and
ensuring that the organization complies with provincial/territorial and federal laws
affecting the work place such as human rights, employment equity, occupational health
and safety (Ibid).
9
2.3.1 Planning process
Human Resource Planning (HRP) process reviews human resources requirements to
ensure that the organization has the required number of employees, with the necessary
skills, to meet its goals, also known as employment planning. HRP is a proactive process,
which both anticipates and influences an organization’s future by systematically
forecasting the demand for and supply of employees under changing conditions, and
developing plans and activities to satisfy these needs. Key steps include forecasting
demand for labor considering organizational strategic and tactical plans, economic
conditions, market and competitive trends, social concerns, demographic trends, and
technological changes.
This involves reviewing the job description and the job specification and updating them,
if necessary. Appropriate recruiting sources and methods are chosen because there is no
one, best recruiting technique. Consequently, the most appropriate for any given position
depend on a number of factors, which include organizational policies and plans, and job
requirements.
10
selection testing, selection interview, background investigation and reference checking,
supervisory interview, realistic job previews, making the hiring decision, candidate
notification, and evaluating the selection process. However, each step in the selection
process, from preliminary applicant reception and initial screening to the hiring decision,
is performed under legal, organizational, and environmental constraints that protect the
interests of both applicant and organization.
The career stage identification entails career cycle (the stages through which a person’s
career evolves). These stages include the following: growth, exploration, establishment,
maintenance, and decline stages. Occupational orientation identification is the theory by
John Holland. This theory enumerates six basic personal orientations that determine the
sorts of careers to which people are drawn. They include realistic orientation,
11
investigative orientation, social orientation, conventional orientation, enterprise
orientation, and artistic orientation.
Benefits are indirect financial payments given to employees. These may include
supplementary health and life insurance, vacation, pension, education plans, and
discounts on say company products. Furthermore, income and medical benefits to victims
of work-related accidents or illness and/or their dependents, regardless of fault are all part
of employees’ compensation.
12
The processes in establishing pay rates involve the following five steps: First, conducting
wages/salary survey to determine the prevailing wage rates for comparable jobs, which is
central in job pricing. Second, determine the relative worth of each job (job evaluation)
by comparing the job content in relation to one another in terms of their efforts,
responsibility, and skills. This eventually results in wage or salary hierarchy. Third, group
similar jobs into pay grades, a pay grade comprises of jobs of approximately equal value
or importance as determined by job evaluation. Forth, price each pay grade using wage
curves. A wage curve is graphical description of the relationship between the value of job
and the average wage paid for the job. However, if jobs are not grouped into pay grades,
individual pay rates have to be assigned to each job. Fifth, fine tune pay rates. This
involves correcting out-of-line rates and usually developing rate ranges.
14
hardware and software packages used to implement them and to measure them by the
number of workstations, applications or users who log onto the system, the most
important elements of HRMIS are not the computers, rather, the information. The bottom
line of any comprehensive HRMIS have to be the information validity, reliability and
utility first and the automation of the process second.
15
Hall et al., 2003) HRMIS and HRMIS administration comprise a distinct supporting
function within HR. Some of the HRMIS functions include the following:
16
HR practice that was not available until computer software was created. Even computer
based training was not as practical as it is today because it was geographically dispersed
until the training was upgraded from computer-based to web-accessible training.
However, by taking traditional computer-based training programs and making them
accessible on the Internet, firms have created a powerful tool to upgrade and assess
employee skill sets. Moreover, many other traditional HR functions have evolved
Information Technology (IT) -dependent components with the advent of the Internet.
Online recruitment centers, along with the ability to conduct virtual interviews,
background checks, and personnel tests on-line have dramatically changed those
processes, increasing the geographic reach of firms for potential employees.
In their 2002, HRMIS survey, Watson Wyatt found that the top four metrics used in
formal business cases supporting HRMIS were improved productivity within HR
organization, cost reductions, return on investment, and enhanced employee
communications. However, companies realize many of these cost reductions and
efficiency gains early in the implementation of an HRMIS system, so they provide
compelling evidence needing to get a project up and running. In fact, the payback period,
17
or the time it takes to recoup the investment, may be as short as one to three years (Lego,
2001). HRMIS contribute to cost reductions, quality/customer satisfaction, and innovation
(Broderick and Boudreau, 1992). According to Sadri and Chatterjee (2003) computerized
HRMIS function enable, faster decision making, development, planning, and
administration of HR because data is much easier to store, update, classify, and analyze.
Moreover, while it may be possible to identify many of the relevant costs (e.g., software
and hardware), it is more difficult to quantify the intangible benefits to be derived from an
HRMIS system. Beyond cost reductions and productivity improvements, HRMIS
potentially and fundamentally affect revenue channels. However, establishing direct and
objective benefits measures is more difficult to achieve.
On the other hand, there are costs associated with HRMIS implementation. Moreover, to
capitalize on all HR possibilities, workers need to have personal computers and global
Internet connections. Some companies facilitate this by providing employees computer
discount programs to encourage home usage. In addition, there is inevitably transition
costs associated with moving from traditional HR to an HRMIS, including slowdowns,
mistakes, and other consequences associated with changing legacy systems to integrated
suites (Brown, 2002). Hardware costs for servers and software costs for application
programs entail sizeable initial outlays and continuing costs over time as better
technology becomes available. While many companies are adopting HRMIS systems and
extolling their benefits, others are reluctant in embarking on such an expensive and time
consuming change. Nevertheless, some firms are adopting less complex forms before
attempting to transform their HR departments. However, for those who have already
adopted HRMIS, many are yet to realize its full benefits. A survey by Towers Perrin
found that whiles 80 percent of respondents affirmed employee self-service ability to
lower FIR costs, only 5 percent fully achieved this objective; another 35 percent had only
partially achieved that objective, and only 3 percent was accelerating HR's transformation
to a strategic partner (Ibid).
2.6 Conclusion
Here definition of HRM, HRM process, HRMIS in organization and HRIS functions
described elaborately and try to clarify its work. It is also cleared the relation with IT.
Hope it will help us to understood the total HRMIS process and also help us to complete
the total solution for HR.
18
Chapter 3
System Analysis & Design
3.1 Introduction
Business organizations exist in a competitive environment with scarce resources.
Controlling this resource (physical, organizational, information and human) that gives the
company competitive advantage. The goal of strategic management in an organization is
to deploy and allocate resources in order to provide the management with a competitive
advantage. It goes without saying that two out of three classes of resources
(organizational and human) correlated with the human resource functions. Towards
maximum effect, the HRM functions must be integrally involved in the company’s
strategic management process.
19
Integrative linkage: It is a dynamic process, based on continuing rather than
sequential interaction, done by the HR executive who is a member of the senior
management team.
Mechanisms for integration the HR function into strategy formulation may help the
strategic planning team to make the most effective strategic choice, since HR will
implement it.
20
8. Elaborating iterative planning processes by identifying a logical path and
monitoring its steps.
9. Administrating flexible-benefits that save money.
10. Supporting the HR planning using IS capabilities in making projection.
11. Providing all regular calculations and statistical reports that assist managers.
12. Supporting the strategic, tactical, and operational use of the HR of an
organization.
This support makes the goals of the HR management a dream come true in a simple
effective and efficient manner.
21
This HRMIS is developing based on CARE-Bangladesh NGO. CARE-B is organized into
twelve departments and 13 various programs; and has a current authorized head count of
about 850 full time employees; 750 permanent and 100 contractual. Employee history is
also currently maintained for approximately 6300 separated employees, representing 9
years of historic data.
For this purpose CARE-B are going implement a new integrated, server-based, relational
system, intends to streamline human resources processes, improve data accuracy, reduce
redundant data entry, and enable decentralized and secure self-service access to data
based upon multi-tiered permissions. The system must run on Microsoft Systems
platforms and the system database must be a relational database built on SQL Server
2000, or Current Version Standard Edition, Microsoft Windows Server 2003.
Overall HRMIS systems are so large you know and it is so difficult to mention all topics
here. For this reason we have to try discussing the following main functionality:
A comprehensive and integrated HRMIS will manage all aspects of CARE-B human
resources functions without the need for duplicate data entry. Minimum functionality of
the HRMIS must include the following integrated modules:
1. Employee Information
2. Relative Information
3. Staff Transaction
4. Disciplinary Action
Additional desired functionality of the HRMIS & Payroll also includes the following
modules to be integrated with the modules providing minimum functionality (listed in
order of importance):
5. Performance Evaluation
6. Training
7. In-Charge
8. Search Engine
9. Reports
22
3.5 System Components
Human Resource Management Systems (HRMS), Human Resource Management
Information Systems (HRMIS), HR Technology or also called HR modules, shape an
intersection in between Human Resource Management (HRM) and Information
Technology. It merges HRM as a discipline and in particular its basic HR activities and
processes with the information technology field, whereas the planning and programming
of data processing systems evolved into standardized routines and packages of Enterprise
Resource Planning (ERP) software. On the whole, these ERP systems have their origin on
software that integrates information from different applications into one universal
database. The linkage of its financial and human resource modules through one database
is the most important distinction to the individually and proprietary developed
predecessors, which makes this software application both rigid and flexible.
23
2) Time Management
3) Benefits Administration and
4) HR Management.
The payroll module automates the pay process by gathering data on employee time and
attendance, calculating various deductions and taxes, and generating periodic pay cheques
and employee tax reports. Data is generally fed from the human resources and time
keeping modules to calculate automatic deposit and manual cheque writing capabilities.
Sophisticated HCM systems can set up accounts payable transactions from employee
deduction or produce garnishment cheque. The payroll module sends accounting
information to the general ledger for posting subsequent to a pay cycle.
The time and labor management module applies new technology and methods (time
collection devices) to cost effectively gather and evaluate employee time/work
information. The most advanced modules provide broad flexibility in data collection
methods, as well as labor distribution capabilities and data analysis features. This module
is a key ingredient to establish organizational cost accounting capabilities.
24
& Payroll also helps organizations comply with salary administration provisions, fulfill
federal and state reporting requirements, and analyze the use of their human resources.
Personnel
Changes Summary o
Appointment
o Confirmation
o Promotion o
Transfer
o Temporary Duty Assignment
o Advice/Warning Letter
o Separation
Gender and Grade-wise staff distribution
Field Office-wise support/program staff ratio
Training information
Audit Reports
25
HRMIS sends these reports to state oversight agencies, which are required to monitor
personnel procedures and policies. HRIS generates these reports for state monitoring
entities to (a)satisfy federal and state reporting requirements, (b) review the state's
personnel and salary administration practices, (c) study employment trends and (d)
analyze potential legislative impact.
Standardized HRMIS reporting eliminates the need for agencies to generate their own
reports to fulfill state and federal reporting requirements. It allows monitoring agencies to
receive a customized and uniform report. Standardized reporting also provides a single,
consistent source of information about the state's work force.
Revisit feasibility based on what is known about existing and desired system
and potential solutions
26
3.8 Data Flow Diagram
3.8.1 Salary Information
27
3.8.3 Staff Transition (Promotion)
Figure-4 (Promotion)
3.8.4 Staff Transition (Redesignation)
Figure-5 (Re-designation)
28
3.8.5 Staff Transition (Area Transfer)
29
3.8.7 Performance Evaluation
30
3.8.9 In-Charge Information
31
3.9 Entity relationship diagram (ERD)
Figure-11 (ERD)
3.10 Methodology
Prototyping:
Prototyping-based methodologies perform the analysis, design and
implementation phases concurrently.
All three phases are performed repeatedly in a cycle until the system is
completed.
A prototype is a smaller version of the system with a minimal amount of features.
32
Prototyping-based Methodology
Figure-12 (Methodology)
Advantage: Provides a system for the users to interact with, even if it is not
initially ready for use.
3.12 CONCLUSION
HR managers become able to reengineer the way HR department executes its job,
accomplishes those transactional HR jobs cost-competitively, and increasingly turn its
attention to truly being a strategic partner with the firm’s top executives. A HR function
can and should be strategically integrated with a company’s business plan to help the
company to achieve its business objectives. Firms are increasingly moving beyond
manual HR systems today, by computerizing individual HR tasks, installing HR
Information Systems, and using the Internet and Intranet technology. In this context,
information technology can support HR managers not only in achieving the traditional
HR functions but also in applying the concepts of strategic planning.
33
Chapter 4
Proposed System
4.1 Introduction
It is very clear that, it is very difficult to finalize a system for the management. It is very
time consuming and also involved in money mater. After that, based on the existing
system analysis and sitting with concern department/persons, finally a system is designed
for management and proposed them for management approval.
4.3 Conclusion
For implementation any new system (specially automated system), user resistance is a
common issue for an organization. So, here management has a vital role to implement the
new system with the organization users.
34
Chapter 5
Testing and Implementation
5.1 Introduction
Testing and implementation is the final part of a new system. After management approval,
next part is testing. After successful final testing, management goes to implementation.
35
5.3 The art of debugging:
Debugging occurs as a consequence of successful testing. That is, when a test case
uncovers an error, debugging can and should be an orderly process, it is the removal of
the error.
36
accomplished, the next step is to define a series of tests that verify “all objects
have the expected relationship to one another”.
37
the product or system must confirm to customer requirements, the preliminary
planning required to perform fault based testing begins with the analysis model.
Test cases and class hierarchy – Inheritance does not obviate the need for
thorough testing of all derived classes. In fact it can actually complicate the
testing process.
Scenario based testing – Fault based testing misses’ two main types of errors;
(i) incorrect specifications and (ii) interactions among subsystems. When errors
associated with incorrect specifications occur, the product doesn’t do what the
customer wants. It might do the wrong thing, or it might omit important
functionality.
38
Now, choose Promotion from MIS Action drop down list. Following screen appears.
39
Tracking LogIn
Input: Information preserved when user logged in to the software.
Output: Click Log Details>Log Report. Following screen appears.
40
5.6 Implementation:
HRMIS meet the needs of a number of organizational stakeholders. Typically, the people
in the firm who interact with the HRMIS are segmented into three groups: (1) HR
professionals, (2) managers in functional areas (production, marketing, engineering etc.)
[Ref-14]
and (3) employees (Anderson, 1997) . HR professionals rely on the HRMIS in
fulfilling job functions (regulatory reporting and compliance, compensation analysis,
payroll, pension, and profit sharing administration, skill inventory, benefits administration
etc.). Thus, for the HR professional there is an increasing reliance on the HRMIS to fulfill
even the most elementary job tasks. As human capital plays a larger role in competitive
advantage, functional managers expect the HRIS to provide functionality to meet the
unit’s goals and objectives. Moreover, managers rely on the HRMIS’s capabilities to
provide superior data collection and analysis, especially for performance appraisal and
performance management.
After successfully testing, it’s got approval from the management. Now it is running
smoothly. IT provides a great support to implement this software. It uses the IT Server for
its database and client software running from various corners. Preliminary connection
ensured the following clients.
All HR people.
Head of the various departments.
Finance payroll team.
Finally its going well and hope it will meet up the requirements as per management need.
Here I am mentioning some comparison between Old & New system.
Name of Work
Request
Information
Papers missing
Any kind of analysis
Monthly Reporting
Information provide
Meetup
requirement
Table-1 (Comparison between Old & New System)
Some software snapshots
User Name & Password protected LogIn:
42
Log Tracking:
43
Staff Information Entry/Edit:
1st Part:
2nd Part:
44
3rd Part:
th
4 Part:
45
5th Part:
46
Casual Staff Information Entry/Edit:
47
Service Lengths Calculation:
In-Charge:
49
Promotion:
50
Monthly Reports List:
5.7 Conclusion:
Based on the analysis of testing and implementation, it seems that, it will work very
nicely and it looks as effective software to manage HR & and it activities.
51
Chapter 6
Critical Appraisal
6.1 Introduction
Now it has come to self assessment about the software. It is very tough to make any
comments on software, when the developer act as designer, coder, tester and data entry
operator also. However, before make any comments about this software, I have to
describe of its SWOT analysis.
Weakness: Here I have used SQL Server 2000. But in the market, now going on SQL
Server 2008. So, if management goes to latest version, then I have to change some codes.
Now our organization use Windows Server and if they want to use different language
Server in future, then program code must be changed.
Threats: Commercially there are no threats for this software. If organization changes the
Server version or operating system, then it will go a great threat for them.
This study aimed at criticizing HRMIS and also finds out the future features. First we
over see the gaps in this HRMIS and they are;
Database only use LAN environment.
Every staff has no access in the database through this software.
As a result root level feed back is absent.
Software is not 100% dynamic.
Database is not integrated with Finance and other database.
52
Based on the limitations we recommended that the following scope of work is here in
future.
Software migrates to Web-based.
So, every staff has access the database through software.
Database integration.
6.3 Conclusion
Based on the self assessment of this software, we can move of our next course of action.
If there has any gap and find it out earlier, then we can resolve it before the software
implementation. And, if there has opportunity to develop the software more realistic way,
then we can also try to apply that one.
53
Chapter 7
Conclusion
The conclusion precipitated on the research and analysis of the preceding chapters is
presented. Section 7.1 is dedicated for the analysis of the contribution and examination of
the implications of the findings. Section 7.2 is however allocated for recommendations
and suggestion for further research.
[Ref-8]
On one hand, various studies on HRM propose that HRMIS can contribute to the creation of a long-term competitive advantage through integration of HRM functions with HR technology (Gerardine DeSanctis, 1986: 15; Tannenbaum, 1990;
Hendrickson, 2003). However, these studies did not address the role if any HRMIS play in SHRM. On the other hand, a number of strategic HRM tasks have been identified. These include communications, human resource development,
workplace learning, career management and human capital accumulation (Sparrow and Hiltrop, 1994: 25 cited in Morley et al., 2006; Beer et al., 1984; Keep 1989). Dixon (1992) and Kochan and Dyer (1995)
Linking both fields of research, it was argued that HRMIS might play a vital role in
SHRM based on the following assumptions:
HR professionals might also consider HRMIS usage in support of strategic
HR tasks given the unrelenting HRMIS support for the HR professionals’ job
(Buckley et al., 2004; Gardner et al., 2003; Ulrich, 1997; Brockbank; 1999).
54
HRMIS would continue to be used in more support of strategic HR tasks in
the organization in the future considering the augmenting pressure on HR
professionals to support strategic objectives through more innovative HRMIS
[Ref-11] [Ref-15]
applications (Storey et al., 2000; Ball, 2000) .
The empirical results of the study revealed that HRMIS play a key role in strategic HR
tasks. This is an indication that HRMIS capabilities in shaping the integration between
HRM and IT (Hendrickson, 2003) are also applicable to SHRM. This means that HR
professionals would be able to cope with their new roles without panicking because their
new role, SHRM, is still supported by HRMIS.
However, in the case of specific strategic HR tasks, the degree of the support depended on
the type of organization. Larger firms/companies experienced a great deal of HRMIS
support in most of the strategic HR tasks namely communication, human resource
development and workplace learning, career management, business process
reengineering, and decision-making. On the contrary, HRMIS usage in support of
commitment management, and managing trade union relations with organizations did not
reveal any significant difference in proportion of users in SME and large companies. It
implies that users of HRMIS need to identify their strategic HR tasks and organization
type before embarking on any HRMIS implementation in order to enjoy the full benefit of
using HRMIS both to HR professionals and to the organization as a whole.
HR professionals considered that HRMIS are used in support of strategic HR tasks. This
might be explained by the fact that increased uses of HRMIS allow professionals to
achieve improved performance and thus facilitate participation in internal consultancy
(PMP (UK) Ltd 1996; and 1997). The results confirmed Gardner et al., (2003) revelation,
that extensive use of IT enables HR professional to have more information autonomy.
This disclosure implies that firms will more or less need to rely on HRMIS technology
for effective and efficient performance of their strategic human resource management
tasks. This calls for total commitment on the part of both management and HR
professionals towards a successful HRMIS implementation. In a dynamic global market
where IT is the order of the day, firms without this technology might not only find it
difficult attracting HR professionals who are yet to acquire HRMIS skills and seeking for
one on the job but
55
also loose those HR professionals who have these skills and might want to develop and
improve upon them.
Notably, the study suggested that HRMIS are likely to be used even more for strategic
HR tasks in the future; this was a strongly held belief by both SME and large sized
companies. The response from the large companies were however, remarkably more
positive than those from the SMEs. Large companies have well-established facilities such
as intranets and extranets to access the required personnel information quickly and
efficiently (Ngai et al., 2004). SMEs generally lack the capital and technical resources to
implement HRMIS (Ibid). While it is incumbent upon all organizational types to stay
abreast with HRMIS dynamics by keeping system updates SMEs are the most vulnerable
due to the incidence of cost. A more feasible way to start may be to use prepackaged
HRMIS software. Implementing HRMIS is very costly but a successful implementation
contributes to cost reductions, quality/customer satisfaction, and innovation, which
eventually lead to competitive advantage (Broderick and Boudreau, 1992). It therefore
implies that SMEs especially will need to consider a vigorous positive change in policy
regarding HRIS applications to strategic HR tasks regardless of the cost involve because
the cost of non-implementation may be relatively more expensive.
The study again showed that HR professionals agree that the HRMIS usage for strategic
HR tasks leads to enhance professional standing in the organization. This was in line with
Brockbank’s (1999) findings that HR professionals both provide value to the organization
and improve their own standing in the organization by using HRMIS. The implications of
this disclosure are that HR professionals will need to develop their IT skills and become
abreast with HRMIS’ technology in order to remain competitive in the labor market. This
means that firms will also need to develop and plan HRMIS training programs for both
prospective and existing HR professionals in line with specific strategic HR tasks since
enhanced professional standing implies effective and efficient work-force which leads to
improved performance and increased output resulting to higher profit margins and
acceptable returns on investment (ROI).
Interestingly, the study showed a lack of HRMIS support for managing trade union
relations with the organization. This was very much the case irrespective of the type of
organization. The failure to use HRMIS in support of trade union relations with the
56
organization means that there will be little consideration of how HR policies regarding
labor issues might potentially change trade unions’ attitude towards collective bargaining.
The immediate objectives and activities of trade unions vary, but may include provision
of professional training, collective bargaining, industrial action, legal advice and
representation for members (Fraser and Hamish 1974: 34) [Ref-6]. In an attempt to enforce
the union’s objectives, union leaders normally find themselves in confrontation with the
employers, which most often leads to industrial actions. Effective and efficient
management of trade union relations reduces industrial actions, conflicts, and wastes.
However, the lack of HRMIS’ support in managing trade union relations implies no
standard way of communicating just-in time information between the parties. This might
make conflict resolution difficult. The inability to resolve conflict leads to strike actions,
the ultimate results of which are, output reduction, low returns, slow growth and
expansion, lost of skilled employees, high employee turnover, and other resultant effects.
Overall, the study suggested that HRMIS play a key role in SHRM, but the degree of the
role was also very much dependent on the type of organization. This provides some
insights into the usage of HRMIS in strategic HR tasks by some selected Finnish based
companies, which should help HR practitioners, acquire a better understanding of
HRMIS role in SHRM. However, caution should be exercised in generalizing the results
of the study due to the small sample size. Nevertheless, the results provide basis for
future research.
Second, HRMIS represent a large investment decision for companies of all sizes.
However, SMEs are increasingly failing to use HRMIS in support of strategic HRM
tasks. It would therefore be very interesting if future research could geared towards
finding answers to why SMEs are reluctant to commit time and resources for the
implementation of HRMIS in strategic HR tasks. This will enable a careful analysis and
57
diligent consideration of HRMIS application to strategic HR tasks since a successful
execution is rewarded with numerous benefits including improved accuracy, provision of
just-in-time information, and costs saving (Lederer, 1984; Wille and Hammond, 1981).
Third, an in-depth study on HRMIS usage in support of trade unions’ relations with
organizations needs further examination. This will allow both the trade unions and the
employers to manage and resolve conflicts and other related labor issues efficiently and
effectively.
58
References
Books
[Ref-1] Alan Price: Human Resource Management in a Business Context, second
edition 2004
[Ref-2] Bratton John and Gold Jeffrey (2003) Human Resource Management: Theory
and Practice third edition London: Palgrave Macmillan
[Ref-4] Dessler Gary, Cole Nina D., and Sutherland Virginia L. (1999) Human
Resources Management In Canada seventh edition. Prentice-Hall Canada Inc.
Scarborough, Ontario
[Ref-5] Fein Steve “Preface” In Alfred J. Walker ed. Web-Based Human Resources.
New York: McGraw Hill 2001 VIIX
[Ref-6] Fraser, Hamish W. (1974) Trade Unions and Society (The Struggle for
Acceptance, 1850–1880). New Jersey: Rowman and Littlefield
[Ref-8] Kochan T. E. & Dyer L. (1995) HRM: an American view. In J. Storey (ed.),
Human Resource Mangement: Critical Text (332-51) London: Routledge
59
[Ref-10] Schuler R.S., Jackson S.E., Storey J.J., HRM and its link with strategic
management, in: J. Storey (Ed.), Human Resource Management: A Critical
Text, second ed., Thomson Learning, London, 2001.
[Ref-12] Torrington D., Hall L., and Taylor S. (2005) Human Resource Management
sixth edition.
Journal
[Ref-13] Abecker Andreas, Ernst Biesalski, DaimlerChrysler AG, and Werk Wörth
(2004) “Human Resources with Ontologies
[Ref-14] Anderson R. Wayne (1997) “The future of Human Resources: Forging Ahead
or Falling Behind in Tomorrow’s Human Resource Management
[Ref-15] Ball Kirstie S. (2000) “The use of human resource information systems”: a
survey
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60
Appendices A
(Form Conf.)
PERSONNEL/CONFIDENTIAL
Date
SUBJECT : CONFIRMATION
It is expected that you will extend your full cooperation for the promotion of CARE
activities in Bangladesh and that you will be benefited from your CARE service. CARE
looks forward to your continued cooperation in carrying out its program objective in
Bangladesh.
Thank you.
Sincerely,
<<Name>>
<<Designation>>
<<Project>>, <<X Office>>
copy : PC- X
PM-X Project->OM/PSM->PCF, CARE-X Field Office
Accounts-CBHQ
PCF-CBHQ
HRIS
A (i)
(Form WL)
PERSONNEL/CONFIDENTIAL
CBHQ-FO # X
<<date>>
It has been reported that there was a <<reason>> in CARE X Field Office. During
<,investigation>> your involvement with the <<reason>> has been detected. The above
act on your part clearly reflects your poor judgment and failure to perform the assigned
duty regarding implementation of the organizational policy.
Based on the gravity of the incident, you are issued this "Warning Letter" with the hope
that you will give serious thought about the matter, as repetition of this sort of act on your
part will subject you to severe disciplinary action including dismissal.
Please acknowledge the receipt of the warning letter by signing on the space provided
below.
_______________
Signature with date <<name>>
General Manager
Human Resources Development
and Management
cc:ACD (F&A)
PCF-CBHQ/FO
HRIS
A (ii)
Training Log Sheet (FORM TLS)
NAME & EMPLOYEE #:
Type
Date Training*
(*) Please specify whether training is overseas (outside country), external (outside CARE) or in-
house (within CARE)
A (iii)
Data Sheet on Separation (FORM REEMP)
Name:
Designation:
Posting:
Separation Mode:
Grade/Step:
Permanent Address:
Re-Employment Comments:
__________________________ _______________________
Prepared by Approved by
OM/PM-X Project, FO, GM-HRD&M
CBHQ, HRD&M
cc: PCF-CBHQ/FO
A (iv)
In Charge
PERSONNEL/CONFIDENTIAL
Ref. No.: CBHQ - FO # X
<<date>>
SUBJECT: INCHARGE
Dear Mr./Ms. X,
We have the pleasure to inform you that the management has decided to give you the
assignment of Incharge <<designation>>, CARE-X Field Office effective <<date>>.
The duty and responsibilities of this assignment shall continue until joining of
<<designation>>.
This letter is sent to you in duplicate for your signature, signifying your acceptance of the
terms and conditions of your acting appointment. Please send one photocopy of the
signed copy to HR for records.
Sincerely,
<<Name>>
<<Designation>>, <<Project>>
I, <<name>>, do hereby accept the terms and conditions of my In-Charge appointment
and do further confirm that I shall abide by the said terms and conditions as stipulated
herein above.
-------------- --------------
Signature Date
A (v)
Area Transfer
CARE-Bangladesh
PERSONNEL/CONFIDENTIAL
CBHQ-X #
Date
Reference:
Dear Mr./Ms. X,
Reference to the above, It is decided that you will be transferred to CARE-X TO/FO
effective <<Date>>.
In regard to this transfer, you will be entitled to all admissible transfer benefits as stated
of CARE-Bangladesh HR Policies and Procedures Manual. Thank you.
Sincerely,
<<Name>>
<<Designation>>
A (vi)
Acceptance of Resignation (Form AR)
<<Date>>
Dear Mr./Ms. X
This refers to your letter dated ____ regarding your resignation from the services of
CARE-Bangladesh. (However, your inability to provide mandatory one month's notice
will result into pro-rata deduction of your salary to cover the required notice period as per
the HR Policy.)
We would like to inform you that your resignation has been accepted with effect from
_____.
Accordingly, you will be released from your work at the close of business of _____
subject to a clearance certificate being issued to you by the concerned
projects/departments to the effect that you do not owe to CARE-Bangladesh any
outstanding monies and or liabilities thereof.
Attached please find an Exit Questionnaire which you are requested to fill up as
appropriate and send the same in a closed envelope directly to the GM-HRD&M, CBHQ.
Your prompt submission of the questionnaire shall expedite the processing of your final
dues.
You are, also, requested to submit the Identity Card and Turn Over Report to CARE-X
Field Office to facilitate your quick clearance from the service.
We take this opportunity to wish you well and success in all your future endeavors.
Sincerely,
<<Name>>
<<Designation>>
A (vii)
Promotion Letter (FORM P)
PERSONNEL/CONFIDENTIAL
CBHQ- X #
Date
<<Name & Empl#>>
<<Designation>>, <<Project>>
<<CARE-X Field Office>>
Subject:: PROMOTION
Dear Mr/Ms. X
We have the pleasure to inform you that as a result of your Interview with us on ______
(Date) for the post of ___________, we are glad to inform you that you were successful.
Accordingly, you are hereby promoted to the post of ____________________, Grade-
___, with effect from _____ (Date).
In addition to the above you shall, also, be entitled to all other admissible
allowances/benefits as per the organizational policy. A job description outlining your
duties and responsibilities shall be provided to you by your supervisor in due course.
We take this opportunity to congratulate you on your promotion and wish you success in
your new post while looking forward to seeing your significant contribution towards the
better future of both yourself and CARE-Bangladesh.
This letter is sent to you in duplicate and you are requested to sign the duplicate,
signifying your acceptance of the terms and conditions of your promotion and returning
same to the undersigned through your Head of Project/Department so as to reach him on
or before _______ (Date).
Sincerely ,
<<name>>
<<Designation>>
------------------- --------------
Signature Date
A (viii)
Annexure A
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Owner: Rofiq
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Columns
Name
sysdate
promdate
todesig
division
desig
name
emplcode
Indexes
Name
IX_Promotion
Dependancies
ObjectType
Table
AA (xii)
Talbe: Nationality
Properties
Columns
Name
Nationality
Indexes
Name
_WA_Sys_Nationality_0519C6AFNationality
Table: MonthYear
Properties
Columns
Name
Year
Month
Talbe: Log_Details
Properties
Columns
Name
Program
Time
Date
UserName
LogID
Indexes
Name
_WA_Sys_Date_03317E3D
AA (xiii)
Table: Last Org
Properties
Relationships
Name
Table
KeyColumns
ReferencedTable
ReferencedColumns emplcode
Checked
Columns
Name
sysdate
leavereason
expr
desig
orgname
orgnon
orgnot
emplcode
Indexes
Name
IX_LastOrg
Dependancies
ObjectType
Table
Table: Invalid_Log
Properties
Columns
Name
Program
Time
Date
UserName
LogID
AA (xiv)
Table: InCharge
Properties
Relationships
Name
Table
KeyColumns
ReferencedTable
ReferencedColumns emplcode
Checked
Columns
Name
sysdate
status
todate
fromdate
new_area
New_division
new_desig
New_grade
area
division
desig
grade
name
emplcode
Indexes
Name
IX_Incharge
Dependancies
Relationship
ObjectType Name Owner
Table CPStaff dbo Parent
AA (xv)
ERD
AA (xvi)
Annexure B
List of Functions (Daily, Monthly, Yearly)
Confirmation (Y)
Discharge (Al)
Dismissal (AH)
In-Charge (M)
AB (i)
Action Type with Code
Promotion (V)
Redesignation (J)
Resignation (S)
Retirement (AE)
Retrenchment (R)
Status Change
(Blood Group, Married, Children, Ed
Level, Depends, Children Name of
Spouse, Education, Relative)
Termination (P)
AB (ii)
MIS Code as date of January 2009
Code
E
A
Y
X
AA
AI
AH
AB
I
M
B
F
D
L
K
Z
W
V
U
T
J
S
AE
R
P
AJ
O
C
AB (iii)
Degree Name
Class-I
Class-II
Class-III
Class-IV
Class-V
Class-VI
Class-VII
Class-VIII
Class-IX
S.S.C./Dakhil
H.S.C./Alim
Diploma in Eng.
Diploma in Agri.
Diploma in Nursing
B.A.(Pass)/Fazil
B.S.S.(Pass)
B.Sc.(Pass)
B.Com.(Pass)
B.A.(Hons/Major)
B.S.S.(Hons/Major)
B.Sc.(Hons/Major)
B.Com.(Hons/Major)
BURP
M.A.(Major)/Kamel
M.Sc.(Major)
M.Com.(Major)
M.S.S.(Major)
M.B.A.(Major)
M.B.B.S.
MIS Code as da
AB (iv)
MIS Software Minimum Configurations:
AB (v)
2. Change Password:
Click Change Password for change your old password. Change Password screen appears.
Enter Old User Name (not changable), Old Password, New Password, Retype New
Password, and then Enter, click OK. Confirmation message appears.
AB (vi)
3.1 Run Staff Entry/Edit Program:
Place here C for Core staff and P for program staff. Staff# is auto generated. Now enter
necessary information’s. After completion, go to active box and type "Y" & Click Save
button for data storage.
** If data storage is not necessary, then Click Cancel button for cancel the whole entry.
AB (vii)
3.3 Find & Edit stored Staff Information:
Enter stored Staff# in Find/Edit box, and then press Enter. Main information appears on
the screen with photograph (if photograph is available).
Click Official button for display/edit official dates and others information.
AB (viii)
Click Personnel button for display/edit personnel information.
Click Appraisal button for display various lengths and appraisal information.
AB (ix)
After display/editing,
Click Update button and then click Update with Backup for change the data
with backup.
Click Update button and then click Update without Backup for change the
data without backup.
Click Cancel button for cancel the whole change.
Click Print button for print the displayed staff information in one page.
Enter Staff# in Find/Edit box, and then press Enter. Main information appears on the
screen. Change Action Code, Action Date and click Active box or press ESC. Write "N"
and press Enter, below screen appears.
AB (x)
3.5 Exit MIS Entry/Edit screen:
If data are in entry/edit mode, then data must be Saved, Updated or Canceled. Finally
click Close for exit from staff entry/edit screen.
Notes:
Staff# minimum 5 digits with 1 P/C. (P=Program and C=Core)
Press Enter key for go one text box to another text box. If need to skip
entry/edit in any text box, then press Tab key.
In data adding mode, drop down list is appears and choose data from that
list’s.
In editing mode, double click the labels (selective) for show/hide drop down
lists.
Housing, Medical, Transport and Others are settled after choose area.
Gross is calculated after Enter.
Enter data in Programs-Relative, Training and Last Organization, after save
the main informations through main screen.
Some sub-programs also run through staff entry/edit program. They are discussed below.
Place “Yes” for run the relative program. Relative Entry/Edit screen appears.
AB (xi)
3_1.2 Entry New Relative Information:
Click Add button and enter all necessary information. After that, click Save button for
data storage.
Place Staff# in Find Empl# box & press Enter, previous Relative information appears on
the screen. If record more than one, then Previous & Next button are also appears. Press
Previous/Next button to display the previous/next record on the screen.
If data are in entry/edit mode, then data must be Saved, Updated or Canceled. Finally
click Close button for exit from relative entry/edit screen.
Click “Yes” for run the training program. Training Entry/Edit screen appears.
AB (xii)
3_2.2 Entry New Training Information:
Click Add button and enter all necessary information. After that, click Save button for
data storage.
Place Staff# in Find Empl# box & press Enter, previous Training information appears on
the screen. If record more than one, then Previous & Next button are also appears. Press
Previous/Next button to display the previous/next record on the screen.
AB (xiii)
If data are in entry/edit mode, then data must be Saved, Updated or Canceled. Finally
click Close button for exit from training entry/edit screen.
Place “Y” in last organization box and press Enter. Last Organization Entry/Edit screen
appears.
Click Add button and enter all necessary information (Double click Index label to show
drop down list for choose index). After that, click Save button for data storage.
Place Staff# in Find Empl# box & press Enter, previous Organization information
appears on the screen. If record more than one, then Previous & Next button are also
appears. Press Previous/Next button to display the previous/next record on the screen.
AB (xiv)
Enter necessary information and;
Click Update button for data update.
Click Cancel button for cancel the whole change.
Click Delete button for delete a single record of a particular staff. Message
appears. Click Yes.
3_3.4 Exit Last Organization entry/edit screen and back to main screen:
If data are in entry/edit mode, then data must be Saved, Updated or Canceled. Finally
click Close button for exit from last organization entry/edit screen.
AB (xv)
3_4.1 Run In-charge Program:
Place “M” in action code and press Enter. Incharge entry/edit screen appears.
Click Add button and enter all necessary information. After that, click Save button for
data storage.
AB (xvi)
Click Delete button for delete a single record of a particular staff. Message
appears. Click Yes.
If data are in entry/edit mode, then data must be Saved, Updated or Canceled. Finally
click Close button for exit from incharge entry/edit screen.
Place appropriate action code and press Enter. Division Transfer entry/edit screen
appears.
Click Add button and enter all necessary information. After that, click Save button for
data storage.
AB (xvii)
3_5.3 Edit/Display entered Division Transfer Information:
Place Staff# in Find Empl# box & press Enter, previous Division Transfer information
appears on the screen. If record more than one, then Previous & Next button are also
appears. Press Previous/Next button to display the previous/next record on the screen.
3_5.4 Exit Division Transfer entry/edit screen and back to main screen:
If data are in entry/edit mode, then data must be Saved, Updated or Canceled. Finally
click Close button for exit from division transfer entry/edit screen.
If data are in entry/edit mode, then data must be Saved, Updated or Canceled. Finally
click GoTo button for exit from division transfer entry/edit screen and go to appropriate
screen.
AB (xviii)
3_6.1 Run Area Transfer Program:
Place appropriate action code and press Enter. Area Transfer entry/edit screen appears.
Click Add button and enter all necessary information. After that, click Save button for
data storage.
Place Staff# in Find Empl# box & press Enter, previous Area Transfer information
appears on the screen. If record more than one, then Previous & Next button are also
appears. Press Previous/Next button to display the previous/next record on the screen.
AB (xix)
Click Delete button for delete a single record of a particular staff. Message
appears. Click Yes.
3_6.4 Exit Area Transfer entry/edit screen and back to main screen:
If data are in entry/edit mode, then data must be Saved, Updated or Canceled. Finally
click Close button for exit from area transfer entry/edit screen.
If data are in entry/edit mode, then data must be Saved, Updated or Canceled. Finally
click GoTo button for exit from area transfer entry/edit screen and go to appropriate
screen.
Place appropriate action code and press Enter. Promotion entry/edit screen appears.
Click Add button and enter all necessary information. After that, click Save button for
data storage.
AB (xx)
Place Staff# in Find Empl# box & press Enter, previous Promotion information appears
on the screen. If record more than one, then Previous & Next button are also appears.
Press Previous/Next button to display the previous/next record on the screen.
If data are in entry/edit mode, then data must be Saved, Updated or Canceled. Finally
click Close button for exit from promotion entry/edit screen.
If data are in entry/edit mode, then data must be Saved, Updated or Canceled. Finally
click GoTo button for exit from promotion entry/edit screen and go to appropriate screen.
AB (xxi)
3_8.1 Run Redesignation Program:
Place appropriate action code and press Enter. Redesignation entry/edit screen appears.
Click Add button and enter all necessary information. After that, click Save button for
data storage.
Place Staff# in Find Empl# box & press Enter, previous Redesignation information
appears on the screen. If record more than one, then Previous & Next button are also
appears. Press Previous/Next button to display the previous/next record on the screen.
AB (xxii)
Click Delete button for delete a single record of a particular staff. Message
appears. Click Yes.
If data are in entry/edit mode, then data must be Saved, Updated or Canceled. Finally
click Close button for exit from redesignation entry/edit screen.
If data are in entry/edit mode, then data must be Saved, Updated or Canceled. Finally
click GoTo button for exit from redesignation entry/edit screen and go to appropriate
screen.
AB (xxiii)
4.1 Run Staff back information display Program:
Click Display Data drop down list and then click Staff#. Details main information
appears on the screen with photograph (if photograph is available). If record is more than
one, then Previous and Next button is displayed on the screen for go to previous and next
record.
AB (xxiv)
Click Official button for display official dates and others information.
AB (xxv)
Click Appraisal button for display various lengths and appraisal information.
If data are in display mode, then data must be Canceled. Finally click Close for exit from
staff back information display screen.
5.1 Run Casual Staff Program:
Click Casual Staff from main bar. Casual staff Entry/Edit screen appears.
AB (xxvi)
5.2 Entry New Casual Staff:
Place New Staff# in Find/Edit box & press Enter. Message appears.
Click “Yes” and enter all necessary information. After that, click Save button for data
storage.
Place Staff# in Find/Edit box & press Enter, previous Casual staff information appears on
the screen.
If data are in entry/edit mode, then data must be Saved, Updated or Canceled. Finally
click Close button for exit.
AB (xxvii)
6.1 Run Appraisal Program:
Click Appraisal Entry/Edit submenu from MIS Tools menu. Appraisal entry/edit screen
appears.
Place Staff# in Find Empl# box & press Enter. If data not entered before, then status has
gone to entry mode autometically. Else previous Appraisal information appears on the
screen. If record more than one, then Previous & Next button are also appears. Press
Previous/Next button to display the previous/next record on the screen. Now, click Add
button and enter all necessary information. After that, click Save button for data storage.
Place Staff# in Find Empl# box & press Enter, previous Appraisal information appears on
the screen. If record more than one, then Previous & Next button are also appears. Press
Previous/Next button to display the previous/next record on the screen.
AB (xxviii)
Enter necessary information and;
Click Update button for data update.
Click Cancel button for cancel the whole change.
Click Delete button for delete a single record of a particular staff. Message
appears. Click Yes.
If data are in entry/edit mode, then data must be Saved, Updated or Canceled. Finally
click Close button for exit.
AB (xxix)
7.1 Run Confirmation Due Program:
Click Confirmation Due submenu from Monthly Report menu. Following input box
appears for place Month and Year.
Place appropriate month and year with required format and press Enter. If record found,
then Report generated and view for display/print.
AB (xxx)
8. Run Staff Search Program:
Click Various Search from main bar. Staff Search screen appears.
> Similarly, facility to search staff through their Father’s Name and Spouse Name in the
same procedure.
> Similarly, facility to search staff through their Area, Branch, Religion, Division,
Home District, Blood Group, Education and Grade in the same procedure.
Notes:
Here has opportunity to sort single or multy column (maximum 5 columns) by
click the sorting order area. After select sorting orders request to search again.
Distinct Active and Separated staff through Active column.
After displaying data, click Print button for convert data in Excel file.
AB (xxxi)
P1. For update data on the screen, press Refresh button. Dialogue box
appears, press OK.
P2. If data is more than 1 page, then press GoTo Next Page/GoTo Previous
Page for 1 page Next or 1 page previous respectively. Press GoTo First
Page/GoTo Last Page for go to page first or go to last page respectively.
P6. For Export screen data to Excel program, press Export button.
Dialogue box appears. Choose the displayed options and press OK.
AB (xxxii)
9. Run Service Length Calculation Program:
Click Service Length submenu from MIS Tools menu. Calculation screen appears.
Now click L. Calculation button, calculation displayed on the screen. After calculation,
message appears.
Click OK.
AB (xxxiii)
10. Run Users Information Programs:
Click Add Users tool from main screen toolbar. Add users screen appears.
Click Add button for new user entry. Now screen is ready for new entry. Place necessary
information and click Save button for data storage. If not necessary to save, click Cancel
button.
Double Click the user row that needs to edit. Information is placed in the edit screen for
modification. In this case, “Re type Password” must be entered. If not required to edit any
information, then click the Back-Previous button for return to the previous screen.
AB (xxxiv)
Enter necessary information and;
Click Update button for data update.
Click Cancel button for cancel the whole change.
Click Delete button for delete the particular staff information. Message
appears. Click Yes.
Click Log Report submenu from Log Details menu. Log Report screen appears.
Choose From and To dates, then Click Generate Report button. Information displayed in
LogIn List area. Now click View Report for generate the report based on the displayed
information. Here has opportunity to take print or save as Word/Excel file.
AB (xxxv)
11_1.3 Date & User Name-wise Log Report:
Choose From and To dates, then click User Name check box. Drop Down list appears.
Choose a user name from drop down list and click Generate Report button. Information
displayed in LogIn List area. Now click View Report for generate the report based on the
displayed information. Here has opportunity to take print or save as Word/Excel file.
Click Log Tree submenu from Log Details menu. Log Tree screen appears.
Now click any of the date from the LogIn Dates panel for display the login information
on that day. Information displayed on the screen. Here has no provision for print. It’s only
for display.
Click Back to Main Screen button for quit from this screen.
AB (xxxvi)
12. Prepare/Print Various Lists:
Click MIS Monthly Report from main program. Monthly MIS Report screen appeared.
Click All/Active/Separated Staff List submenu from D/W Report menu. Input box
appears.
Place L for all staff (Active+Separated), A for active staff and S for separated staff, and
click OK. It will take few seconds/minutes based on information volume. It will direct
convert to Excel file for formating and print.
Click Core/Program Staff List submenu from D/W Report menu. Input box appears.
Place C for core staff and P for program staff, and click OK. It will take few
seconds/minutes based on information volume. It will direct convert to Excel file for
formating and print.
Click In-Charge List submenu from D/W Report menu. Input box appears respectively.
AB (xxxvii)
Place start date with required format, and click OK. Again place end date with required
format, and click OK. Information displayed on the screen. Here has opportunity to print
or convert to Excel file.
Click Appointment List submenu from D/W Report menu. Input box appears.
Place start date with required format, and click OK. Again place end date with required
format, and click OK. Information displayed on the screen. Here has opportunity to print
or convert to Excel file.
Click Separation List submenu from D/W Report menu. Input box appears.
Place start date with required format, and click OK. Again place end date with required
format, and click OK. Information displayed on the screen. Here has opportunity to print
or convert to Excel file.
AB (xxxviii)
Click Appraisal List submenu from D/W Report menu. It will take few seconds/minutes
based on information volume. It will direct convert to Excel file for formating and print.
Click Area Transfer List submenu from D/W Report menu. It will take few
seconds/minutes based on information volume. It will direct convert to Excel file for
formating and print.
Click Casual List submenu from D/W Report menu. It will take few seconds/minutes
based on information volume. It will direct convert to Excel file for formating and print.
Click Division Transfer List submenu from D/W Report menu. It will take few
seconds/minutes based on information volume. It will direct convert to Excel file for
formating and print.
Click Promotion List submenu from D/W Report menu. It will take few seconds/minutes
based on information volume. It will direct convert to Excel file for formating and print.
Click Redesignation List submenu from D/W Report menu. It will take few
seconds/minutes based on information volume. It will direct convert to Excel file for
formating and print.
Click Relative List submenu from D/W Report menu. It will take few seconds/minutes
based on information volume. It will direct convert to Excel file for formating and print.
Click Training List submenu from D/W Report menu. It will take few seconds/minutes
based on information volume. It will direct convert to Excel file for formating and print.
AB (xxxix)
13. Run MIS Monthly Report Program:
Click Area-wise Gender Analysis submenu from Monthly Report menu. Report generated
and displayed on the screen. Here has opportunity to take print or save as Word/Excel
file.
Click Div/Prog-wise Gender Analysis submenu from Monthly Report menu. Report
generated and displayed on the screen. Here has opportunity to take print or save as
Word/Excel file.
Click Designation-wise Gender Analysis submenu from Monthly Report menu. Report
generated and displayed on the screen. Here has opportunity to take print or save as
Word/Excel file.
Click Grade-wise Gender Analysis submenu from Monthly Report menu. Report the
generated and displayed on screen. Here has opportunity to take print or save as
Word/Excel file.
13.5 Religion-wise Gender Analysis:
Click Religion-wise Gender Analysis submenu from Monthly Report menu. Report
generated and displayed on the screen. Here has opportunity to take print or save as
Word/Excel file.
Click Personnel Changes Summary submenu from Monthly Report menu. Input box
appears for place month and year.
Place appropriate month and year with required format and click OK. Report generated
and displayed on the screen. Here has opportunity to take print or save as Word/Excel file.
AB (xxxx)