AMA UNIVERSITY
School of Business and Accountancy
Project 8, Quezon City
ANALYSIS ON THE DESIGN AND FUTURE IMPLEMENTATION OF
HUMAN RESOURCE INFORMATION SYSTEM FOR NATIONAL
CONTRACTING COMPANY LIMITED IN SAUDI ARABIA
A Thesis Paper
Presented to the Faculty of the School of Accountancy and Business
AMA University
Project 8, Quezon City
In Partial Fulfillment
of the Requirements for the Degree of
Bachelor of Science in Business Administration Major in Management
Information System
by
Alfie G. Rellon
June 06, 2022
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AMA UNIVERSITY
School of Business and Accountancy
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APPROVAL SHEET
In partial fulfillment of the requirement for the degree in Bachelor of
Science in Business Administration Major in Management Information
System, this thesis entitled “ANALYSIS ON THE DESIGN AND FUTURE
IMPLEMENTATION OF HUMAN RESOURCE INFORMATION SYSTEM FOR
NATIONAL CONTRACTING COMPANY LIMITED IN SAUDI ARABIA” has
been prepared and submitted by Alfie G. Rellon, who are recommended for the
corresponding oral examination
_____________________________
Prof. Prince Carlo M. Pancipane
Thesis Adviser
_______________________________________________________________
Approved by the Panel of Examiners on the Oral Defense with the Grade of
________.
Thesis Committee
_________________________
______________________
Prof. Mary Hope G. Cartel
Prof. Moises C. Cariaso
Chairman
Member
_______________________________________________________________
Accepted and approved in the partial fulfillment of the requirements for the
degree Bachelor of Science in Business Administration Major in
Management Information System (BSBA-MIS)
_________________________
Mary Soriano, MSCS
Dean, School of Graduate Studies
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AMA UNIVERSITY
School of Business and Accountancy
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ACKNOWLEDGEMENTS
The researcher would like to express his deepest appreciation to his advisor,
Professor Prince Carlo Pancipane for his invaluable patience and feedback. The
researcher could not have undertaken this journey without the defense panels.
Thank you to Professor Moises Cariaso and Professor Mary Hope Cartel for their
generosity in providing the researcher with knowledge and expertise.
Additionally, this endeavor would not be possible without the generous support of
the AMA University faculty.
The researcher is grateful to his friends Joby, Mumaram, Noel, Yadav, And
Nibin; and co-workers namely Khalid, Khalil, Hussain, Riyad, Al Jaber, Marzooq,
Mohammed Hassan, Ali Mohammed, and Mohammed Anwar. They have given
the researcher moral support and inspiration.
To the NCC Management, thank you for allowing the researcher to conduct his
research within the organization.
The researcher is also grateful to the people who collaborated with externally, to
Mr. Israel G. Ortega- Statistician and Ms. Ianthee Jane Ramos- Grammarian,
thank you.
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AMA UNIVERSITY
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To conclude, the researcher cannot forget to thank his family for all the
unconditional support in this very intense academic year. Thanks to his wife
Emma Magsayo Rellon, for putting up with him in spite of being away from the
family for months, and for providing guidance and a sounding board when
required. To his children, thank you for keeping me in high spirits. To his siblings,
Perla and Alfredo, and parents, Precila and Alberto, Thank you very much.
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AMA UNIVERSITY
School of Business and Accountancy
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ABSTRACT
Title:
ANALYSIS ON THE DESIGN AND FUTURE IMPLEMENTATION
OF HUMAN RESOURCE INFORMATION SYSTEM FOR NATIONAL
CONTRACTING COMPANY LIMITED IN SAUDI ARABIA
Researcher:
Alfie G. Rellon
Adviser:
Prof. Prince Carlo M. Pancipane
Date:
June 06, 2022
The study addressed the following problems relevant to the future
implementation of Human Resource Information System at NCC: how the
respondents perceived the design and future implementation of Human
Resource Information System in terms of functions and benefits and how the
respondents like to be introduced to the implementation of the Human Resource
Information System. Furthermore, the study aimed to know the demographic
profiles of the NCC employees in terms of age, sex, position in the organization
and number of years in service, their perceptions in the design and future
implementation of the Human Resource Information System in terms of recordkeeping, retrieval of data, monitoring of records, and HR process; and examine
the NCC employee's assessment on the design and future implementation of
HRIS. The study used a quantitative research method. The study gathered data
from NCC employees by using slovins formula in determining the sample size of
44 respondents and sending out online surveys questionnaires. The study found
out that NCC’s workforce is relatively young, as most of the employees were
below the age of 50. NCC is also a male- dominated company, with most of them
are married and have 0-15 years of work experience within the company. Most of
the respondents are in the finance, marketing, and operations departments. NCC
employees are neither agreeing nor disagreeing on the benefits of the Human
Resource Information System. The study found that face-to-face and on-the-job
training are the top preference on introducing the Human Resource Information
Systems to the company. Buddy technique, mentoring, and coaching are also
preferred by most of the respondents
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AMA UNIVERSITY
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Keywords:
Human
Resource
Information
System,
Human
Resource
Management, Saudi Arabi, Human Resource Information System Design,
Human Resource Information System Implementation
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AMA UNIVERSITY
School of Business and Accountancy
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TABLE OF CONTENTS
PRELIMINARIES
Title Page
…..…………………….………………………………….....
Approval Sheet
……………………..……………………………………….
Acknowledgement
…………………….………………………………………
Abstract ...………………………….………………………………………………
Table of Contents
..…………………………………………………………….
List of Tables
…..…………………………………………………………...
List of Figures
………………...……………………………………………..
List of Appendices …………………………………………………………….....
Definition of Terms …………………………………………………………….....
i
ii
iii
v
vii
ix
x
xi
xii
CHAPTER 1 - PROBLEM AND ITS BACKGROUND
Introduction
………………………………………..
Background of the Problem ………………………………………..
Statement of the Problem
………………………….………………
Objectives of the Study
………………………………….…
Significance of the Study
…………………………….………
Scope and Limitation
………………………………………………
1
10
13
14
14
15
CHAPTER 2 – REVIEW OF RELATED LITERATURE AND STUDIES
Review of Related Literature and Studies ………………………..
Synthesis ……..…………...….......................................................
Conceptual Framework …………………………………………….
Theoretical Framework
………………………………………..
16
33
36
37
CHAPTER 3 – RESEARCH METHODOLOGY
Method of Research
…………………………………….....
Population and Sample Size …………………………………….....
Description of Respondents …………………………………….....
Research Instrument
…………………………………….....
Statistical Treatment of Data …………………………………….....
40
41
43
45
45
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AMA UNIVERSITY
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CHAPTER 4 – PRESENTATION, ANALYSIS AND
INTERPRETATION OF DATA
Demographic and Descriptive
…………………………………….
Data
Respondents’ perception in the
design and future
…………………………………….
implementation of Human
Resource Information System
Respondents’ likeness to be
introduced in the
…………………………………….
implementation of the Human
Resource Information System
48
54
67
CHAPTER 5 - SUMMARY OF FINDINGS, CONCLUSIONS AND
RECOMMENDATIONS
Summary of Findings
………………………….…………
Conclusions
………………………….…………
Recommendations
………………………….…………
71
73
74
……….……..………………………………………………..
76
References
Appendices
Appendix A: Research
………….………….
Questionnaire
Appendix B: Statistician Certificate
….………….
Appendix C: Grammarian Certificate
…….……….
Appendix D: Certificate of Originality:
…….……….
Plagiarism Checker
Biographical
Statement
……………………………………………………………….
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89
95
96
97
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LIST OF TABLES
Table #
3.1
4.1
4.2
4.3
4.4
4.5
4.6
4.7
4.8
4.9
4.10
4.11
4.12
Titles
Population
Page
42
Frequency and Percentage Distribution of the
Respondents in terms of Age
Frequency and Percentage Distribution of the
Respondents in terms of Sex
Frequency and Percentage Distribution of the
Respondents in terms of Civil Status
Frequency and Percentage Distribution of the
Respondents in terms of Status of Employment
Frequency and Percentage Distribution of the
Respondents in terms of Number of Years in Service
Frequency and Percentage Distribution of the
Respondents in terms of Job Designation
Respondent’s Assessment on the Design and Future
Implementation of Human Resource Information System in
terms of Recruiting and Applicant Tracking Functions
Respondent’s Assessment on the Design and Future
Implementation of Human Resource Information System in
terms of Payroll and Benefits Functions
Respondent’s Assessment on the Design and Future
Implementation of Human Resource Information System in
terms of Training and Development Functions
Respondent’s Assessment on the Design and Future
Implementation of Human Resource Information System in
terms of Employee Interface Functions
Respondent’s Assessment on the Design and Future
Implementation of Human Resource Information System in
terms of Efficacy Benefits
Respondent’s Assessment on the Design and Future
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48
49
50
51
52
53
54
56
58
60
62
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4.13
4.14
Implementation of Human Resource Information System in
terms of Cost Savings Benefits
Respondent’s Assessment on the Design and Future
Implementation of Human Resource Information System in
terms of Data Security Benefits
Respondent’s Assessment on the Human Resource
Information System's Introduction to Implementation
66
68
LIST OF FIGURES
Figure #
Titles
Page
1.1
Employee Distribution per department
7
2.1
Conceptual Framework
36
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LIST OF APPENDICES
Titles
Page
Appendix A
Research Questionnaire
87
Appendix B
Statistician Certificate
93
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AMA UNIVERSITY
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DEFINITION OF TERMS
Human Resources. Human resources (HR) is the division of a company
responsible for locating, screening, recruiting, and training job candidates and
administering employee benefit programs. In the twenty-first Century, HR plays a
critical role in assisting businesses in dealing with a rapidly changing business
environment and a higher demand for quality employees (Kenton, 2020).
Human Resource Functions. Within an organizational structure, human
resources (HR) professionals perform a wide range of functions. Recruitment,
workplace safety, employee relations, compensation planning, labor law
compliance, and training are the six primary functions of HR (Mayhew, 2019).
Human Resource Information Systems. Human Resources Information
System (HRIS) is an acronym for Human Resources Information System. The
HRIS is a data collection and storage system for an organization's employees,
including recruitment, performance management, learning and development, and
more (van Vulpen, 2021).
Human Resource Management. The practice of recruiting, hiring, deploying,
and managing an organization's employees is known as human resource
management (HRM). Human resource management (HRM) is a term that is
frequently used interchangeably with the term "human resources" (HR). HRM
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AMA UNIVERSITY
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stands for human resource management, focusing on employees as business
assets (Chai & Sutner, 2020).
Organizational Efficiency. Organizational efficiency is the study of increasing
an organization's output while using a limited number of resources. The more
output that can be produced with the same resources, the more efficient the
company is (Clover, 2020).
Time Management. Time management entails allocating the appropriate
amount of time to the appropriate activity and making the most available
resources, as time is always limited (Time Management - Meaning and Its
Importance, 2021)
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Chapter 1
PROBLEMS AND ITS BACKGROUND
Introduction
The significance of data accuracy, as one of the most significant components of
data quality, cannot be expressed in words. It alludes to the accuracy of the data
values saved for a specific object, product, or service (Roberts, 2019). Despite
its importance to the company or organizations, accurate data is not always
given the attention it deserves (Valcik et al., 2021).
A human resource information system (HRIS) provides information to an
organization's human resources department. The name of this role refers to the
fact that the people who work for a company are often its most precious assets.
Human resource management has become much more complicated in recent
years, owing to the necessity to comply with new rules and regulations.
Applicant databases, position inventories, skills inventories, benefit databases,
and external databases are all examples of HRIS databases. Human resource
planning, recruiting and personnel management, compensation and benefits,
government reporting, and labor relations assistance are all subsystems of a
comprehensive HRIS (Information Systems for Business Functions, n.d.).
In order to keep up with rising employee counts and technological
advancements, many companies have taken the necessary steps to transform
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the way Human Resource tasks are performed. Companies used to track data
on paper and spreadsheets in the past (Rietsema, 2021).
An article by Cardenas (2018), emphasized that to compete in the marketplace,
a company must have effective and successful human resource management.
HR managers are in charge of coordinating a wide range of personnel
management operations that require huge volumes of data to be processed over
time. A human resources information system accelerates HR operational,
managerial, and executive support activities while also providing data
management and accurate and timely information for decision-making.
Human Resource are responsible in attracting external candidates, selecting
candidates, external and internal hiring, performance appraisals, compensation,
employee benefit management, learning and development, promotions, problemsolving groups, total quality management, information sharing, organizational
development,
survey
management,
compliance
management,
business
partnering, data & analytics management, HR technology management, and
change management (van Vulpen, n.d.).
Policies are conceptualized at a high level and should reflect employee-focused
programs that influence the choice of HR practices. The HR practice is defined in
terms
of
HR
function/activities,
functions/activities
include
HR
staffing
operation
and
2
and
employee
HR
policies.
HR
management,
HR
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development, equal employment, benefits and compensation, HR planning and
analysis, and employee- labor relations (Phahlane, 2017).
In research from Aletaibi (2016), demonstrated that stakeholders are
underestimating the importance of HRIS to their company. There is a need for
organization stakeholders to consider raising awareness of the value of HRIS
and focusing on an analytical approach to optimize their organization's use of
HRIS. This is a key area of HR and IT development and growth. The emphasis
on use and user satisfaction will make it easier to develop appropriate policies
and foster a better organizational culture. This will maximize the advantages of
using HRIS, which will improve the current use of HRIS in public universities in
particular, as well as in Saudi Arabia as a whole.
In the improvement of employee performance, HRIS can play a more effective
and efficient function (Cheema, Javed, Akram, And Pasha, 2016). HR
employees that use HRIS features in their regular operations are more likely to
grow and improve their ability to innovate. In reality, by cutting task execution
time and reducing HR staff and paperwork, the usage of HRIS allows for longterm cost savings. It improves development programs and planning, encourages
employee collaboration, and expands employee knowledge by establishing
knowledge management flows that circulate across the organization and feed all
divisions.
It
also
allows
for
better organizational
3
performance,
easier
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communication between top management and staff, and the production of
relevant data and information as a basis for company decision-making (ben
Moussa & el Arbi, 2020).
In the same research of ben Moussa and el Arbi (2020), implementing an HRIS
not only makes the HR department more efficient, but it also helps the company
grow. Top management can also use HRIS to have operational employees and
future plans available for any new project. Dashboard follow-up, which is
generated automatically by HRIS in response to a specific request, allows you to
track the evolution of work conditions as well as the alerts set for the working
environment and workplace safety. Recurring absences in a department or team
are rapidly identified in order to diagnose the cause and develop remedies. In
fact, when relevant information is readily available, it can assist managers and
staff in reacting to changes more rapidly. Employees' ability to contribute fresh
creative ideas to their organization is boosted when they have a strong emotional
attachment to an HRIS project.
Human Resource Information System advantages include one-stop to do every
Human Resource task, integration of data, accuracy, self-service, automated
reminders, increased Human Resource automation and improved efficiency,
hosting of company-related documents. Hence, less paperwork and better
organization, easier compliance, benefits administration, payroll integration, and
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recruiting management. However, there are also disadvantages in using the
Human Resource Information System data security breach, over reliance on
statistics, installation cost and training (cost of the actual Human Resource
software, set-up fees, consulting fees, support fees), and challenging to sustain
and staffing and downtime.
NCC is a well-known Saudi Arabian corporation with over thirty years of
operational and technical experience in the power, petrochemicals, oil and gas,
and refinery sectors. Major lump-sum turnkey engineering, procurement, and
construction projects are undertaken by NCC. The divisions (WWD) are the
Power
Projects
Division
(PPD),
Transmission
and
Distribution
(T&D),
Construction Division (CD), and Water and Wastewater Division (WWD) (NCC,
2021). The Rezayat Group's National Contracting Company Limited is a wellestablished mature company with approximately 50 years of expertise in
engineering,
procurement,
and
construction
activities
in
the
electricity,
transmission, and distribution sectors, as well as construction (Rezayat Group,
2021).
The company is headquartered in Saudi Arabia and has offices throughout the
Middle East and Africa. It is well-positioned to expand its operations to other
strategic locations around the world. Its headquarters are in Al-Khobar, and job
sites are located throughout Saudi Arabia. (Linkedin, 2021) National Contracting
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Company Limited (NCC) is a leading electrical and mechanical contracting
company in Saudi Arabia, the Middle East, and Africa. Saudi Arabia's Ministry of
Public Works and Housing has designated NCC as a Grade-1 contracting
company. (Rezayat Group, 2021)
Currently, it has almost 1,000 employees in accounting, business development,
quality control, project and proposal, human resources, recruitment, payroll, and
admin departments, managed by its General Manager. As of October 2021, the
head office has 50 employees that work in the 12 departments. These
departments are Management, Proposal & Sub Contracting, Marketing &
Business Development, Project Management, Scaffolding, Quality Assurance/
Quality Control, Health & Safety, Accounts, Human Resource, Admin. & Payroll,
Transportation, and Service. The figure below shows the distribution of
personnel in each department at the NCC main office.
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Figure 1.1
Employee Distribution per department
Based on the organizational overview of NCC National Contracting Company
(NCC) (2021), as an industrial projects company, NCC relies heavily on its
engineers and laborers; as a result, the company works hard to identify, recruit,
orient, and train them in the skills they need. The company's agents and
representatives make sure that potential candidates are thoroughly evaluated in
accordance with the required qualifications, experience, and expertise. Once
hired, the in-house training and development division ensures that new
employees are adequately trained and developed. As monetary compensation is
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a major motivator for employees to stay with a company, NCC ensures that their
employees are treated fairly and justly by paying their salaries and bonuses on
time. They ensured that employees were aware of and familiar with the local
culture, rules, and regulations and the parameters established by the authorities,
whether they are governmental or religious.
It is a company's primary policy to provide all employees with a fair, safe, and
equitable work environment in order for them to perform their professional duties.
To keep high-performing employees, NCC uses reward-based mechanisms and
provides financial incentives as well as opportunities for advancement. NCC
understands that their employees are critical to their success and work hard to
keep them motivated and empowered (National Contracting Company (NCC),
2021).
Initially, the HRIS which is proposed through this study is for viewing and
administration of the management and key personnel in human resource and
recruitment, admin/payroll, accounting, and other departments. It could be webbased or land- based depending on the consensus of the key personnel and
management of NCC from weighing the pros and cons of web-based and landbased systems. Search, plan, and align, define and design, configure and test,
train and communicate, deploy, and sustain are all stages of HRIS software
implementation.
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An HRIS needs analysis to contribute to the planning and analysis stages of an
HRIS development project, prior to significant design and implementation
activities. The process of thoroughly gathering, prioritizing, and documenting an
organization's HR information requirements is referred to as needs analysis, and
it is a vital input for the later design and implementation of an HRIS.
This study looks into the employees of National Contracting Company Limited
(NCC) who work in human resource management's perceptions of the impact of
the design and future implementation of the Human Resource Information
System (HRIS). It inquires as to whether HRIS has an impact on organizational
effectiveness. A survey questionnaire was used to collect data from employees
at National Contracting Company Limited's (NCC) main office in order to
measure this.
This paper is divided into chapters. The relevant literature of HRIS and
organizational effectiveness is reviewed and discussed after the first chapter,
which is the introduction. The third chapter discusses the study's methodology,
which includes the measurement development, research sampling frame, data
collection methods, and questionnaire item reliability.
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Background of the Problem
National Contracting Company Limited (NCC) is a completely owned subsidiary
of the Rezayat Group and a well-established mature company with nearly 50
years of experience in engineering, procurement, and construction activities in
the power, transmission, and distribution sectors, as well as construction. The
company is headquartered in Saudi Arabia and has offices around the Middle
East and Africa. It is well positioned to expand its operations to other strategic
regions throughout the world. Its headquarters are at Al-Khobar, and job sites
are distributed throughout Saudi Arabia.
Its mission is to maintain a leading position in engineering, procurement, and
construction projects in the power, construction, transmission, and distribution
sectors by providing quality services and technical competence through a team
of dedicated and trained employees who all share a commitment to quality and
safety. It also aspires to be a leading provider of engineering, procurement, and
construction services in the Middle East, providing the greatest level of service to
its clients.
Throughout the years, its main assets have been customer satisfaction and
stability in performance. It currently employs about 1,000 people in the
accounting, business development, quality control, project and proposal, human
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resource, recruitment, payroll, and administration departments, all of whom are
overseen by the General Manager.
Like all other organizations in Saudi Arabia who are confronted with significant
challenges, due mainly to ongoing changes in the external environment, NCC is
also confronted with difficulties in implementing an organization- wide Human
Resource Information System. Technological, economic, demographic, and
regulatory considerations all have an impact on organizational functioning. In
reaction to external problems, corporate leaders are taking steps to adapt to
change and limit the negative effects on their organizations, particularly in
respect to the workforce (Abdullah, et. al, 2019). Currently, the company is using
manual- HR processing practices, as in using Microsoft Excel in HR- related
activities and procedures and paper- based documentations and reports.
NCC currently uses a manual or old school system of data, information, or work
storage and administration, which takes time to generate or access and analyze
commonly needed reports and services, and the security of data, information, or
work, as well as its accuracy, efficiency, accessibility, and user-friendliness, is
jeopardized without HRIS. Other issues relevant to the old school data system
include accidental deletion of files, unauthorized and corrupted files, and
inaccessible files. Furthermore, if another employee uses a file, other employees
will be unable to update or override the file unless it is closed.
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National Contracting Company might consider implementing a Human Resource
Information System (HRIS) to streamline the HR department, which has the
potential to improve not only the HR team, but the company as a whole, as HRIS
promises to provide accurate, relevant, and timely information about human
resources and their functioning in the most cost-effective way possible, allowing
them to be more efficient, achieve the impossible, make better decisions, and
provide a better employee experience. Initially, the HRIS proposed in this study
is intended for management and key staff in human resource and recruitment,
administration/payroll, accounting, and other departments to access and
administer. It might be web-based or land-based, depending on the consensus of
NCC's key staff and management after assessing the benefits and drawbacks of
each. The key goals of this research are to improve NCC's future HRIS
implementation, including data and information storage, security, correctness,
efficiency, accessibility, user-friendliness, and easier report preparation and
analysis.
Statement of the Problem
This study aims to provide answers to these following questions:
1. What is the profile of the respondents in terms of:
1.1. Age;
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1.2. Sex;
1.3. Civil status;
1.4. Job designation;
1.5. Status of employment; and,
1.6. The number of years in service?
2. How do respondents perceive the design and future implementation of Human
Resource Information System in terms of:
2.1. Functions:
2.1.1. Recruiting and applicant tracking;
2.1.2. Payroll and Benefits;
2.1.3. Training and Development;
2.1.4. Employee Interface;
2.2. Benefits:
2.2.1. Efficacy;
2.2.2. Cost Savings; and,
2.2.3. Data Security?
3. How do the respondents like to be introduced to the implementation of the
Human Resource Information System?
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Objective of the Study
This study aims to:
* To know the demographic profiles of the NCC employees in terms of age, sex,
position in the organization and number of years in service.
* To know the perceptions of the NCC employees in the design and future
implementation of the Human Resource Information System in terms of recordkeeping, retrieval of data, monitoring of records, and HR process.
* To examine the NCC employee's assessment on the design and future
implementation of HRIS
Significance of the Study
This study will benefit the following:
To the Management of National Contracting Company (NCC) and other
institutions or agencies are enabled to comprehend the necessity and
functionality of HRIS, as well as how it affects the firm's many functions.
Additionally, the conclusions of this study could serve as a guide for businesses
in evaluating which parts of the HRIS to consider when selecting the best
automated system for their needs.;
To the HR Personnel, and other employees are presented with useful insights
and assist HR practitioners in better understanding the present state of HRIS
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adoption and usage in Saudi Arabian businesses. This could boost the
Kingdom's HR capabilities by allowing specialists to become more conversant
with new advancements in IT, such as HRIS;
To the Students/Researchers are given the chance to familiarize themselves on
the what and how's of HRIS needs analysis.
Scope and Limitation
The study will mainly examine the design and future implementation of the
Human Resource Information System for National Contracting Company Limited
(NCC) as perceived by the employees of National Contracting Company Limited
(NCC). NCC (National Contracting Company Limited) employs 815 people.
However, this study's respondents are the 50 employees in the main office.
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Chapter 2
REVIEW OF RELATED LITERATURE AND STUDIES
This chapter provided an overview of relevant concepts and theories, as well as
previous research. This review is the outcome of a thorough examination of
diverse sources deemed relevant to the current research.
Human Resource Information System
In research from Valcik et al. (2021), HRIS is used to integrate data from several
departments within a business, such as accounting, finance, development,
procurement, and human resources. HRIS is a combination of all human
resource operations with information technology at its most basic level. By
combining human data, HRIS connects all HR functions (i.e. recruitment,
selection, training and development, compensation and benefits, performance
management, retention).Data may be conveniently handled and retrieved from a
central system instead of fragmented information subsystems for each HR
function when key HR functions are integrated into a comprehensive data
management system (Bauer et al., 2018)
According to Moussa and Arbi (2019), the use of an HRIS not only allows the HR
department to be more efficient, but it also contributes to the company's overall
growth. Top management can also use HRIS to have operational staff and future
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plans ready for any new project. Dashboard follow-up, which is generated
automatically by HRIS in response to a specific request, allows for tracking the
evolution of work conditions as well as the alarms set on the working
environment and workplace safety. Repetitive absences reported in a
department or team are quickly identified in order to diagnose their cause and
find quick solutions.
HR planning will be efficient through HRIS, as it will help the organization to save
time and cost; which will eventually boost the organization's performance.
Moreover, HRIS results can be used wherever possible, as deemed appropriate
by HR professionals. HRIS could also build a good corporate communication,
strong organizational culture, and reputable corporate image. HRIS is also used
to plan the workforce. In the form of positions, it maintains information about
organizational requirements. HRIS connects employees to the jobs they need to
do in the company. It was also utilized to find employment openings and match
them up with the right people. HRIS can also assist in determining a reasonable
progression route and development phases for employees (Banach, 2017).
Personnel data is entered into the Human Resource Information Systems using
the Input function. Data entry used to be one-way, but scanning technology now
allows for the scanning and preservation of the original document's image,
including signatures and handwritten annotations. In research from Aletaibi
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(2016), data gathering and report production are two HRIS components. Payroll
and benefits, performance appraisal, training and development, recruiting and
selection, and employment and job data are all examples of data collecting.
Managers' responsibilities include obtaining information, disseminating it, and
applying it to various aspects of the business. In HRM, an information system is
responsible for collecting, storing, analyzing, preserving, and retrieving data
about employees.
Human resource information systems not only keep track of strategic planning,
which is important for effective hiring and re-training plans, but they also factor
into larger-scale operational initiatives. The human resource department's
information system aids in the accumulation of important knowledge that can aid
administration in better management and decision-making. HR professionals
devote a significant amount of time to learning and refining their business
processes, talent management procedures, workforce metrics, HR strategy
development,
workforce
management
and
planning,
personnel
records
maintenance, and competency management. As a result, by using the HRIS
system, everything can be done efficiently and effectively (Cheema et al., 2016).
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Designs of Human Resource Information System/ HRIS Architecture
The system design criteria should be given top priority when implementing any
Human Resource Information System (HRIS) project, and it should allow for
adjustments based on the end users' needs. The system should include a variety
of features and be established after thoroughly assessing the needs of end
users/customers, as well as the technicalities involved in the entire process and
the desired outcomes from the module. If introduced in an unplanned manner, a
well-designed HRIS system can eventually contribute to increased organizational
productivity (Juneja, 2021).
The HRIS architecture can be two-tiered, three-tiered, or multi-tiered, depending
on the requirements. Two-tier architecture, often known as Client-Server
architecture, first appeared in the 1980s. This architecture framework was
created for the goal of servicing low-powered processes among PCs inside an
enterprise and can be utilized to satisfy day-to-day normal requirements. Each
and every minute detail of the clients is recorded in the PCs in the two-tier
architecture and can be easily retrieved by the organization as and when
required. This architectural framework can handle even the most complex
activities (Juneja, 2021). The second software category consists of a collection of
software applications dedicated to the computerization of HRM functions, as well
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as modules that are critical to the respective HRM duties (Aletaibi, 2016). Threetier architecture: During the 1990s, servers served as both a database and an
application server. However, with the introduction of both, HRIS specialists
requested far more complex processes. Even though two-tier architecture is
economical, it has limited applicability and component interdependency. Threetier architecture, on the other hand, despite being a polished form with extra
benefits, has a number of drawbacks (Juneja, 2021).
Cloud computing is a novel architectural approach that has been popular in the
recent decade. Cloud computing refers to the process of storing and accessing
data and programs through the internet rather than on your hard disk (Griffith,
2020). Cloud computing is the process of delivering numerous services over the
Internet. Among the tools and applications available are data storage, servers,
databases, networking, and software. Rather than keeping files on a proprietary
hard drive or local storage device, cloud-based storage allows you to save them
to a remote database. An electrical device with internet access has access to
both data and the software programs required to execute it. For a variety of
reasons, including cost savings, greater productivity, speed and efficiency,
performance, and security, cloud computing is a popular choice among
individuals and corporations (How Cloud Computing Works, 2020).
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Recruiting and applicant tracking
Under the report of Johnson en Gueutal (2011), E-recruiting uses webbased technology to assist firms attract a larger and more varied candidate pool.
Several business reasons drove the decision to switch to an e-recruiting
approach, including the requirement to:
●
Increase recruiting efficiency while lowering costs. Online recruiting can
shorten cycle times by 25% and reduce recruitment expenses by over $8,000
each hire, a 95% reduction.
●
Boost the number and quality of candidates. E-recruiting enables
businesses to reach out to candidates across the county or around the world.
●
Improve the applicant experience- Web-based recruitment support allows
potential candidates to learn more about the organization, its culture, and job
prospects. Organizations reach out to folks who may not be actively looking for
other opportunities but may discover a position and choose to apply because of
the simplicity of submitting an application by making this procedure more
convenient.
The Applicant Tracking System (ATS), often known as talent management
systems or job applicant tracking systems, is a software tool that allows a
company or selecting agency to more efficiently recruit personnel. This duty
necessitates not only labor but also a significant amount of time and technology.
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HR departments have recently used Artificial Intelligence-based solutions like
Applicant Tracking Systems to minimize effort and perform recruitment functions
more quickly and smoothly. Applicant Tracking Systems (ATS) is one of the
Human Resource Information System's modules (HRIS). HR personnel can save
numerous hours throughout the time-consuming recruitment process by using
this application. Rather, they can streamline the hiring process so that more
qualified candidates are chosen with less human participation (Durai & Keetticka,
2017).
Payroll and Benefits
According to an article published by Bischoff (2022), HRIS management
software automates and stores time and attendance data for your employees.
This automation allows employees to submit their own leave information, which
is then approved by a supervisor, freeing up time for you to focus on other
company needs. HRIS software streamlines open enrollment periods by allowing
employees to access their benefits information on their own leisure. Employees
have the ability to make permitted changes to their benefit information as their
lives change. When employees have questions about medical coverage, life
insurance, disability benefits, or dependent benefit information, they can use this
facility to look up benefit information. Instead than dealing with inquiries and
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finding information for individual employees, HR personnel may now devote their
time to more strategic operations.
If a company offers a benefits program for its employees, the benefits
module can be used to track the programs in which the employees are
registered, as well as their participation levels and performance. Employees may
also be able to use this program to track their progress and certification
(Davoren, 2017).
Training and Development
According to Human Resource Information System facilitates employee
performance evaluation by employing knowledge taught to employees in an
accessible manner and comprehending effective training methods. To strategize
the training process, HRIS should assess the department, functional areas, and
workers. The training requirement as well as the method's cost should be
considered. It also has a systematic design that is framed to satisfy the required
needs through the construction of training program objectives, steps, and
materials. HRIS aids in the development of a training program to meet
organizational objectives, as well as the execution and implementation of the
training program. The training procedure's flaws and disadvantages are identified
after it has been carried out. Finally, HRIS monitors employee performance in
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order
to
make
required
modifications
to
improve
work
performance
(Management Study Guide, 2022).
HRIS training features also make it possible to quickly distribute revised
policies and procedures. It can also be linked to an LMS (Learning Management
System) to consolidate all available training and transcripts into one convenient
spot (Bischoff, 2022).
Employee Interface
Employees have some amount of user access in most HRIS systems
(Dokodemo, 2021). According to Ghosh (2021), employees, on the other hand,
have restricted access to databases where they can update personal
information, evaluate pay scales, and request leave. Employees should be able
to amend their retirement benefit programs, update their direct deposit
information, and download benefit election paperwork using an interface that is
simple, integrated, and time-saving. An individual uses the HRIS user interface
to control an HRIS system or another computer system. The interface is what
can be seen and utilized to conduct various tasks after logging into a system.
Icons, programs, drop-down menus, and a variety of other alternatives can be
used as controls (Matchr, 2021).
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Efficacy
An HRIS is more than just a database. This technology is also utilized to
improve company activities, save costs, improve efficiency and accuracy, and
save time, allowing HR professionals to concentrate on strategy rather than
administrative responsibilities. By automating basic HR functions such as leave
management,
onboarding
activities,
benefits
administration,
compliance,
performance management, labor and safety, and more. An HRIS increases HR
department productivity, increases the effectiveness of HR policies across the
firm, and aids in making quality decisions. It has robust analytics and reporting
capabilities, as well as all the functionality needed to successfully and efficiently
manage a staff from hire through retirement (Hris The-Who-What-When-Whyand-How – JungoHR, 2022).
It improves development programs and planning, encourages employee
collaboration, and expands employee knowledge by establishing knowledge
management flows that circulate across the organization and feed all
departments. As a result, not only does implementing an HRIS help the HR
department to be more efficient, but it also contributes to the company's overall
growth (Ben Moussa & El Arbi, 2020).
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Cost Savings
The article Hris The-Who-What-When-Why-and-How – JungoHR (2022)
states that, an HRIS can assist a company in cutting costs in a variety of ways.
HR time saved, as well as greater efficiency and productivity, can lower labor
expenditures. Automation can help you achieve more accuracy, which reduces
the chance of costly errors and liability issues. HR activities, such as enhanced
recruitment, training, and more, can benefit from streamlined and automated
procedures, which will improve the bottom line.
Durai en Keetticka (2017) report indicates that the entire recruitment process can
be automated when the HRIS's Applicant Tracking System is implemented. As a
result, it will aid recruiters in identifying eligible candidates and reducing the time
to employ. As a result, the workload of recruiters is reduced, allowing them to
devote their valuable time to other tasks. The entire recruiting process and
administrative chores such as connecting with candidates and entering data
become cost effective as the recruitment process becomes automated with the
help of ATS. The rationale for this is that administering these processes requires
less staff.
Data Security
From recent research of Wandhe (2020), it was observed that in recent years,
the privacy of employee data has been a major concern. Employees are
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increasingly more concerned about who sees their personal information and, as
a result, the security it is stored under as fraud becomes more prevalent.
Companies can make their employees safer with the security of their information
by ensuring that employee information saved in the HRIS is relevant to the
business and that access to such information is limited (password protection).
HR information is usually private and sensitive. As a result, a major worry with
HRIS is the possibility for both authorized and unauthorized staff to invade (and
abuse) employee privacy. It's critical to properly investigate problems like user
access, data accuracy, data disclosure, employee inspection rights, and security
to ensure employee and management confidence in an HRIS. Failure to do so
could result in major ethical, legal, and employee relations issues, jeopardizing
the system's credibility. As the article Data Security and Employee Confidentiality
in HRIS Systems (2010) suggests, to ensure the data shared in the HRIS is safe
the following are needed to be done:
●
Examine all PC-based HR software.
●
Ensure that all users have received adequate training in the safe use and
management of equipment, data, and software.
●
Ensure that all users log off (sign off) before leaving the computer
unattended, regardless of how long they plan to be gone.
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●
Users should not reveal or share their password with anyone. Every user
should be responsible for anything that is done with their ID and password.
●
Monthly or quarterly password changes are recommended.
●
Users should avoid duplicating not only copyrighted programs purchased
from vendors, but also private enterprise programs and data. Copies should only
be produced for backup purposes.
●
Before installing software obtained from sources other than suppliers,
make careful to run it through a virus detection application.
●
To achieve and maintain anonymity, consider splitting the duties of the
users (i.e., allocating the job of inputting data, balancing control totals, and so on
to various persons). Keep in mind that separating some responsibilities may
cause users to lose track of the overall task. Before splitting responsibilities,
consider the entire function and how it interacts with others in the department.
●
Examine who will be using the computers and where their equipment will
be kept.
●
Ensure that current and backup copies, data files, software, and prints are
appropriately regulated and accessible only to authorized users.
●
Conduct periodic and unscheduled checks to ensure that PC users are
maintaining an effective level of security. Staff personnel who work with
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computers
are
accountable
for
ensuring
that
security
measures
and
administrative processes are followed.
Advantages and Disadvantages of HRIS
Employees' ability to innovate is boosted by their emotional commitment to an
HRIS project as they seek to bring new creative ideas to their company.
However, in an increasingly uncertain environment, creativity is the only way to
survive and remain competitive in both domestic and international markets
(Moussa and Arbi, 2019).
According to Bruce, PhD, PHR, (2016), there are various advantages of the
implementation of HRIS. One of the most frequently cited benefits of an HRIS is
that organizations only have to enter data once for numerous HR-related staff
duties. Similarly, when employee information changes, the HR department just
needs to update one location. Another is that data integration is important.
Different components of the system can "talk" to one another, allowing for more
relevant reporting and analysis, as well as internal reviews and audits, and data
preparation for outsiders. Additionally, accuracy will most likely improve if data is
entered and managed correctly. Without having to contact HR, managers and
supervisors can utilize the system to enter data (for example, performance
reviews) and retrieve data. Managers and supervisors can utilize the system to
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enter and retrieve data without having to contact HR. Employees can use the
system to alter data (for example, change their own addresses).
HRIS could also send reminders automatically. Events, like performance
assessments and benefit deadlines, can be scheduled, with systems
automatically notifying and nudging if actions have not been taken. Documents
pertaining to the company are stored on the server. The system can be used to
store employee handbooks, procedures, and safety requirements. It is possible
to update all of the content in one place. Administration of benefits, enrollment,
notices, updates and reporting are all examples of this. Management of the
recruiting process involves applicant administration, tracking, and reporting
(Bruce, PhD, PHR, 2016).
The cost of licensing and deploying a new system is comparable to the cost of
implementing any new technology. Costs vary depending on the features of the
HRIS system, but large firms with multiple benefit packages may pay up to $300
per employee. Budget between $40 to $100 for small firms, not including the cost
of the payroll processor. As with any computer technology or database, hackers
may obtain access to information and use it for malicious purposes. Employees
contribute financial, tax, and personal information, such as emergency contacts,
to their companies. A security breach could have disastrous consequences
(Windham, 2017).
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According to Reynolds (2018), viruses can infect electronic material from any
location on the Internet. If your HR management system becomes infected, a
virus can render it ineffective for an indefinite length of time. In addition to
obtaining reliable backup software, you should make the decision to invest in a
nearly attack-proof program that safeguards your HR management data from
unauthorized access. Furthermore, Inherent in the use of HR management
systems is the means for inaccuracy because computers and their associated
programs are only as effective as their human users, data entry errors can and
do occur. These errors can have grave consequences in the HRIS. Minimal
errors, such as a few misspelled employees’ names, may occur, however, worst
errors in data entry could disrupt the workflow of your business.
Data breaches endanger the confidentiality of the company and its employees.
As a result, only work with a reputable provider and invest in a secure IT
department. It is particularly critical in the COVID-19 era, when people work from
home and access their work systems via a home computer (Malak, 2021).
HRIS systems normally keep track of all employee-related data and can produce
useful short-, medium-, and long-term statistics. However, these figures aren't
always the ideal way to assess an employee because some parts of their work
may only be noticed through direct engagement (What Is HRIS? A Guide to
Human Resource Information Systems, 2020). An HR management system
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should offer a means to prompt human involvement in order to achieve a
complete appraisal of a staff person. Issues that generate technical difficulties
are inextricably linked to all systems and software. HR management systems are
just as vulnerable to outages, with potentially disastrous effects. If employee data
is not accessible, for example, a crucial company operation may be halted. If
your HR professionals have set aside a day for open enrollment for a new
employee health plan, for example, being unable to access your HR
management system's data could not only delay enrollment in the health plan,
but also potentially push open enrollment out for weeks or months, leaving
eligible employees without coverage. Policies requiring continual focused
technical
system
maintenance
can
help
to
alleviate
such
concerns.
(Reynolds,2018).
Transitioning to more advanced HRIS systems isn't easy. Care must be taken,
like with any information system development project, to ensure that the system
is constructed correctly. Decisions must usually be made on development and
design strategy, implementation, and operation and maintenance. Organizational
inertia is one of the most underappreciated implementation issues: convincing
employees to adopt and adapt to a new system, which is really a new business
process for them.
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Synthesis
In the last decade, information systems have been utilized to improve
organizational performance in a variety of tasks and departments, including
Human Resources (HR). Human Resource Information System (HRIS) is used
by the HR department to support a variety of functions such as identifying
possible employees, maintaining complete records on current employees, and
developing programs to improve employees' abilities and skills (Siengthai &
Udomphol, 2016).
The combination of HR activities and information technology is known as
an HRIS system. Data entry, tracking, and management for human resources,
payroll, and accounting are all possible with it. Because most HR teams use an
HRIS to help them improve their processes and stay organized, it's beneficial for
anyone who works in HR to be familiar with some HRIS basics, such as the
different types and definitions of HRIS, what an HRIS does, which organizations
need HRIS, and how to use an HRIS effectively (Perucci, 2020). Other functions
of the Human Resource Information system are benefits administration, applicant
tracking system, time and attendance, performance management, succession
plan, employee self- service, and reporting and analytics (van Vulpen, 2021).
Depending on the requirements, the HRIS architecture might be two-tiered,
three-tiered, or multi-tiered. The two-tiered architectural framework was designed
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to support low-power procedures among PCs within an organization and can be
used to meet day-to-day requirements. Three-tier architecture: In the 1990s,
servers doubled as database and application servers (Juneja, 2021). Cloud
computing is a relatively new architectural paradigm that has gained popularity in
recent years. The method of storing and accessing data and applications over
the internet rather than on your hard disk is known as cloud computing (Griffith,
2020).
Employees' ability to innovate is aided by their emotional engagement to
an HRIS project as they strive to bring fresh creative ideas to their workplace
(Moussa and Arbi, 2019). One of the most frequently touted advantages of an
HRIS is that businesses only have to enter data once for a variety of HR-related
tasks. Another significant feature is data integration, which allows different
aspects of the system to "talk to each other," allowing for more relevant reporting
and analysis, as well as internal reviews and audits, and data preparation for
outsiders. HRIS could potentially send out reminders on its own.
The system can hold employee handbooks, procedures, and safety regulations.
All of the materials could be updated in one place. Benefits administration,
enrollment, notices, updates, and reporting are just a few examples. Recruiting
process management includes applicant administration, tracking, and reporting
(Bruce, PhD, PHR, 2016).
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Of course, there are some drawbacks to employing an HRIS. One of the main
concerns is security. Unauthorized access to sensitive and confidential data, as
well as the inadvertent publication of such material, must be avoided using
systems. This usually necessitated a large number of "compartments" and
access levels, all of which had to be monitored and maintained. Then there's the
issue of expense. This can be an issue, especially for smaller businesses. Any
system has costs connected with its purchase and upkeep. Because they are
cloud-based and don't require as much upfront investment, SaaS (software as a
service) technologies are more cost-effective. The cost of engaging an IT
specialist to manage the system is likely to be higher with larger installations.
(HRIS: Advantages . . . and Disadvantages, 2016).
The figure 2.1 above shows the Input, Process and Output. The input includes
biographical information relating to age, gender, tenure, and cluster/department),
items relating to the perceived impact of HRIS on organizational efficiency in the
organization, and the proposed training procedures.
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Conceptual Framework
Figure 2.1
Conceptual Paradigm of the Study
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Theoretical Framework
This study was guided by four theories namely: Organizational Lifecycle
Theory,
Strategic
Contingency
Theory,
General
Systems
Theory,
and
Transaction Cost Theory.
Organizational Lifecycle Theory states that organizations, like living organisms,
have life cycles, as historians and academics have noticed. In many instances,
they are born (formed or established), grow and develop, reach maturity, begin
to decline and age, and eventually die. As a result of research into the
organizational life cycle, several prediction models have been established (OLC).
These theories are linked to the study of organizational growth and development
and have been the topic of much scholarly debate. External environmental
elements, as well as internal factors, have an impact on organizations at any
stage of their life cycle. Organizations and entire industries have seen their
fortunes rise and fall. Marketing and sales professionals have long known that
products have life cycles. For academics, it seemed natural to conclude that
organizations, too, have life cycles (What Are HR Theories? 2021).
Strategic contingency theory is based on two concepts: 'Contingency' and
'Strategic' aspects of contingency, as the name suggests.A contingency is a
requirement for certain activities of one subunit of an organization that affect the
tasks of other subunits. This contingency becomes strategic when other subunits
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begin to manage other contingencies and gain more clout in the organization.
According to the Strategic Contingency Theory, a leader becomes a major
element of an organization because of his or her unique talents to handle
obstacles or problems that others are unable to solve. A leader who places too
much trust in himself or herself is difficult to replace.
The interdisciplinary study of systems is known as systems proposition. A
system is a connected and interdependent collection of pieces that might be
natural or man- made. Every system is defined by its structure and purpose,
confined by space and time, impacted by its terrain, and expressed by its
functioning. However, it may be further than the sum of its corridor, If a system
exhibits community or imperative geste. Changing one element of a system
might have an impact on other factors or the entire system. It may be doable to
read these shifts in behavioral patterns. The degree of growth and adaptation for
systems that learn and acclimatize is determined by how well the system is
involved with its surroundings. Some systems give support to others, icing that
the ultimate doesn't fail. The pretensions of systems proposition are to model a
system's dynamics, constraints, and conditions, as well as to interpret principles(
similar as purpose, measure, styles, and tools) that can be discerned and
applied to other systems at all situations of nesting and in a wide range of fields
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in order to achieve optimal equivalency. It's clear how it can be applied to HR,
making it one of the most generally bandied HR ideas.
Commercial governance and agency propositions both include sale cost
propositions. It's innovated on the idea that when a company hires someone
differently to negotiate commodities for them, costs will arise. They appoint
directors to run the company they enjoy. The agency understanding of
governance hypotheticals is an interpretation of the sale cost proposition. Rather
than contractual links outside the association, it depicts governance fabrics as
being grounded on the net impacts of internal and external deals( i.e. with
shareholders). The structure of an establishment can impact its capability to
control deals and, as a result, costs. It's in operation's stylish interests to
internalize deals as much as possible in order to exclude these costs, as well as
the pitfalls and misgivings that come with them regarding prices and quality.
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Chapter 3
RESEARCH METHODOLOGY
This chapter discusses the research methodology that will be used in the
analysis, the respondents of the study, and the research instruments that will be
used.
Method of Research
In this study, a quantitative research method is used. The research framework
was developed based on a model which highlights factors that may influence the
use of the Human Resource Information System (HRIS). Quantitative research is
defined as a systematic investigation of phenomena through the collection of
quantifiable
data
and
the
application
of
statistical,
mathematical,
or
computational methods. Quantitative research gathers data from current and
potential customers by using sampling methods and sending out online surveys,
polls, questionnaires, and other forms of data collection, the results of which can
be represented numerically. After gaining a thorough understanding of these
figures, you can forecast the future of a product or service and make changes as
needed. (Fleetwood, 2021)
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This study is descriptive research. Descriptive research aims to describe the
current state of a variable that has been identified. These studies are designed to
provide an in-depth analysis of a phenomenon. The researcher usually does not
start with a hypothesis, but will most likely develop one after gathering data (Key
Elements of a Research Proposal Quantitative Design, 2021).
Population and Sample Size
The respondents of the study are the informants of the NCC. The company has
815 employees, but this study gathers data from the employees at the
company's main office which is at 50. The table below shows the departments
and the number of employees.
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Table 3.1 Population
Departments
Employee per Department
Management
2
Proposal & Sub Contracting
5
Marketing & Business Development
1
8
Project Management Dept.
1
Scaffolding Dept.
3
QA/QC Dept
2
Health & Safety Dept.
Accounts
8
8
Human Resource
Admin. & Payroll Dept.
4
Transportation Dept
3
5
Service Department
50
Total
Out of the 50 staff members in the main office, the researcher will gather
information from 44 respondents. This sample size was determined through
Slovin’s formula, where the population size is 50 and the margin error is 5%.
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n= N/ (1+Ne ²)
n is the given the population size (N) and a margin of error (e).
Step 1: 95%
100%- 95%= 5%
Error margin (e)= 0.05
Step 2: n= 50/ (1+ 50 x 0.05²)
= 44.44 or 44
Description of the Respondents
The respondents of the study are the employees of NCC. The NCC is comprised
of 12 departments namely the Management Department, Proposal and SubContracting Department, Marketing & Business Development Department,
Project Management Department, Scaffolding Department, Quality Assurance/
Quality
Control
Department,
Department,
Human
Health
Resource
and
Safety
Department,
Department,
Administration,
Accounts
and
Payroll
Department, Transportation Department, and Service Department. The General
Manager and Secretary/Administrator are the ones in the Management
Department. The participants in the Proposal and Sub- Contracting Department
are the Senior Manager Contracts, Manager- Proposal, Assistant ManagerProposal, Engineer- Senior- Proposal, and Engineer III- Quantity Surveyor. While
the Marketing and Business Development Department has the Manager -
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Business Development; Project Management Department has Senior Manager
Contracts & MIS, Manager - Resource & Asset Management, Engineer - Senior
– Planning, Senior Officer - Cost Controller, Engineer III – Planning, Senior
Accounts
Assistant,
Senior
Administrative
Assistant,
and
Controller
–
Documents. The Senior Manager- Scaffolding is the only personnel in the
Scaffolding Department. The Quality Assurance/ Quality Control Department has
two (2) Managers, and a Controller- Documents. The Health and Safety
Department has the Manager (HSE) and Officer III- Safety. There are eight (8)
staff members in the Accounts Department, they are the Senior ManagerFinance, Manager- Finance, two (2) Accountants, Senior Accounts Assistant,
Accounts Assistant, Senior Clerk, and Cashier. The Human Resource
Department also has eight members namely Employee Relation Manager, two
(2) Administrative Officers, Human Resource Officer, Senior Coordinator- Human
Resources, Officer I- Recruitment, and two (2) Administration Coordinators. The
Administration Officer, Junior Administrative Officer, and two (2) Senior
Administrative Assistant complete the Administrative and Payroll Department.
The Transportation Department has three (3) personnel: the Senior Foreman
(Auto), and (2) Light Vehicle Driver. Lastly, the Service Department has four (4)
Office Boys and a Sweeper.
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Research Instrument
To
determine
the
employees'
perceptions
of
the
design
and
future
implementation of the Human Resource Information System, the study will use a
survey through a questionnaire. This questionnaire has three parts. Part 1
(demographical
information
relating
to
age,
gender,
tenure,
and
cluster/department) and Part 2 (items relating to the perceived impact of HRIS on
organizational efficiency in the organization). Part 3 is the proposed training
procedures.
Statistical Treatment of Data
The data that the researchers will collect will all be statistically treated; the
statistical methods that will be employed in this study are:
1.
The percentage will be used to tabulate and analyze the collected data to
determine the profile of the students in terms of their age, sex, civil status, the
status of employment, number of years in service, and job designation.
Where:
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P = Percentage
n = frequency
N = total population
2.
A weighted mean is a type of average. Rather than each data point
contributing equally to the final mean, some data points give the final mean
greater "weight." If all weights are equal, the weighted mean equals the
arithmetic mean. The weighted mean will be used to measure the design of the
human resource information system in each item. The weighted mean is
computed as the summation of the frequency divided by the number of cases.
Where:
WM = Weighted Mean
f = frequency
x = class mark
n = number of cases
∑ = summation
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Chapter 4
PRESENTATION, ANALYSIS AND INTERPRETATION OF DATA
This chapter discusses the data analysis and findings from 44
questionnaires completed by employees at the company's main office of NCC.
The purpose/ objective of this study was to know the demographic profiles of the
NCC employees in terms of age, sex, position in the organization and number of
years in service. To know the perceptions of the NCC employees in the design
and future implementation of the Human Resource Information System in terms
of record-keeping, retrieval of data, monitoring of records, and HR process. And
to examine the NCC employee's assessment on the design and future
implementation of HRIS.
Questionnaires were given to the 44 respondents after getting permission and
consent from the company and the respondents. The respondents were provided
with a link that will direct them to the Google Form containing the survey
questionnaire.
A total of 44 NCC employees from the various departments completed the online
survey. The data from the questionnaires were statistically analyzed by a
statistician. The findings are discussed according to the sections of the
questionnaire. The three sections of the questionnaire are the Employee/
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Respondent profile, HRIS Design and Implementation and Introduction to HRIS
Implementation
Demographic and Descriptive Data
This section presents the collected demographic data of the respondents
including the age, age, sex, civil status, job designation, status of employment
and, the number of years in service.
Table 4.1
Frequency and Percentage Distribution of the
Respondents in terms of Age
Age
31 – 40 years old
41 – 50 years old
51 – 60 years old
61 – 70 years old
Total
Frequency Percentage (%)
22
50.0
14
31.8
7
15.9
1
2.3
44
100.0
Table 4.1 shows the frequency and percentage distribution of the respondents in
terms of age. It can be gleaned from the table that, out of 44 respondents
considered in the study, 22 or 50.0% are 31 – 40 years old, 14 or 31.8% are 41 –
50 years old, 7 or 15.9% are 51 – 60 years old, and 1 or 2.3% are 61 – 70 years
old. Based on the report of Statista (2021), young male workers made up around
39 percent of the workforce, while young female workers made up about 43.6
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percent. The population of young people aged 15 to 34 was the largest. Saudi
Arabia will have the highest rate of all age groups in 2020.
Table 4.2
Frequency and Percentage Distribution of the
Respondents in terms of Sex
Sex
Male
Female
Total
Frequency
43
1
44
Percentage (%)
97.7
2.3
100.0
Table 4.2 shows the frequency and percentage distribution of the respondents in
terms of sex. It can be gleaned from the table that, out of 44 respondents
considered in the study, 43 or 97.7% are male, and 1 or 2.3% is female. A
country's labor force is its backbone, and males have dominated this sector in
Saudi Arabia for decades. This year's total labor force is 15.9 million individuals.
Females make up 20% of the population. Although it may appear insignificant,
today's women's participation is significantly more than in the past. Females
made up only 14.8 percent of the workforce in 2017. Since then, the number of
females has been steadily increasing. The government's reform measures have
contributed to this beneficial change. (Saudi Arabia (KSA) Population Statistics
[2022 Updated] | GMI, 2022).
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Table 4.3
Frequency and Percentage Distribution of the
Respondents in terms of Civil Status
Civil Status
Single
Married
Total
Frequency
1
43
44
Percentage (%)
2.3
97.7
100.0
Table 4.3 shows the frequency and percentage distribution of the respondents in
terms of civil status. It can be gleaned from the table that, out of 44 respondents
considered in the study, 43 or 97.7% are married, and 1 or 2.3% is single. In
2019, 50.4 percent of Saudi Arabia's youth male population aged 15 to 24 had
never married, compared to 25.2 percent of those aged 25 to 34. In Saudi Arabia
in 2020, the young population between the ages of 15 and 34 was the largest of
all age groups. As reported in General Authority for Statistics Saudi Arabia
(2020), in 2020, the general marriage rate (the number of marriages per 1,000 of
the total population aged 15 and up) was 5.67, up 6.2 percent from 2019. The
overall marriage rate in Saudi Arabia reached 9.60 per 1000 Saudis (15 years
and older) in 2019, up 10.6 percent from the previous year.
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Table 4.4
Frequency and Percentage Distribution of the
Respondents in terms of Status of Employment
Status of Employment
Permanent/Regular
Total
Frequency
44
44
Percentage (%)
100.0
100.0
Table 4.4 shows the frequency and percentage distribution of the respondents in
terms of employment status. It can be gleaned from the table that, out of 44
respondents considered in the study, 44 or 100% are permanent/ regular
employees. According to Article 53 and 54 of the Saudi Arabia’s Labor Law
probationary period, if provided in the employment contract, is usually not
exceeding 90 days. It may, however, be extended up to 180 days with the written
agreement of the parties (Ministry of Human Resource and Social Development,
Kingdom of Saudi Arabia, 2019).
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Table 4.5
Frequency and Percentage Distribution of the Respondents
in terms of Number of Years in Service
Number of Years in Service
0 – 5 years
6 – 10 years
11 – 15 years
16 – 20 years
21 – 25 years
26 – 30 years
Total
Frequency
14
9
15
3
2
1
44
Percentage (%)
31.8
20.5
34.1
6.8
4.5
2.3
100.0
Table 4.5 shows the frequency and percentage distribution of the respondents in
terms of number of years in service. It can be gleaned from the table that, out of
44 respondents considered in the study, 14 or 31.8% have served 0-5 years, 9 or
20.5% of the employees have 6-10 year- experience in the company, 15 or
34.1% have been in the company’s service for 11-15 years, 3 or 6.8% out of 44
respondents have been serving the company for 16-20 years, 2 or 4.5% have
provided their service to the company for 21-25 years, and 1 or 2.3% has been in
the company for 26-30 years. Saudi A fixed-term contract must be terminated
after its term expires, and the sponsor must repatriate the worker, according to
Saudi Labor legislation. If both parties continue to carry out the contract, it will be
presumed renewed indefinitely, with the exception that in the case of a nonSaudi contract with no defined expiration, the duration of the work permit will be
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equal to the duration of the contract-indefinite contract (Global Legal Group,
2022).
Table 4.6
Frequency and Percentage Distribution of the
Respondents in terms of Job Designation
Job Designation
General Manager
Managerial
Others
Total
Frequency
1
1
42
44
Percentage (%)
2.3
2.3
95.5
100.0
Table 4.6 shows the frequency and percentage distribution of the respondents in
terms of number of job designation. It can be gleaned from the table that, out of
44 respondents considered in the study, 1 or 2.3% was designated as General
Manager, 1 or 2.3% has a Managerial position, and 42 or 95.5% have other job
designation as Administrators, and Staff Members.
That was the situation according to Business Culture in Saudi Arabia: A Guide
for Expats | Expatica (2022), because Saudi Arabian society and businesses are
hierarchical. Most firms have inflexible top-down structures, with only a few
senior managers having decision-making authority. If it's a family business, this
could just be the patriarch. Junior employees are supposed to be loyal to
management and are not expected (or empowered) to criticize choices or
strategies openly. Some prefer subordination to proactivity (by default or design),
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however in Saudi culture, your name and contacts will determine how far up the
food chain you can go.
Respondents’ perception in the design and future implementation of
Human Resource Information System
This section provides data on the respondents’ perceptions on the design and
future implementation of the Human Resource Information System in terms of
record-keeping, retrieval of data, monitoring of records, and HR process
Table 4.7
Respondent’s Assessment on the Design and Future Implementation of
Human Resource Information System in terms of Recruiting
And Applicant Tracking Functions
Recruiting and Applicant Tracking
Mean
Rank
The HRIS is user-friendly in terms of
applicant recruiting and tracking.
The HRIS reduces time in recruiting and
tracking applicants.
The HRIS improve the quality of the
recruiting and tracking eligible
applicants.
The HRIS organize the whole
recruitment process in a well-defined
and manageable manner.
Grand Mean:
3.18
4
Verbal
Interpretation
Neutral
3.20
3
Neutral
3.43
1
Neutral
3.38
2
Neutral
3.30
Neutral
Legend: “Strongly Disagree (1.00 – 1.50)”, “Disagree (1.51 – 2.50)”, “Neutral
(2.51 – 3.50)”, “Agree (3.51 – 4.50)”, “Strongly Agree (4.51 – 5.00)”
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Table 4.7 shows the respondent’s assessment on the design and future
implementation of the human resource information system in terms of recruiting
and applicant tracking functions. It reveals that respondents are neutral that the
HRIS is user-friendly in terms of applicant recruiting and tracking (mean = 3.18),
that the HRIS reduces time in recruiting and tracking applicants (mean = 3.20),
that the HRIS improve the quality of the recruiting and tracking eligible applicants
(mean = 3.43), and that the HRIS organize the whole recruitment process in a
well-defined and manageable manner (mean = 3.38). Overall results show that
respondent’s assessment on the design and future implementation of human
resource information system in terms of recruiting and applicant tracking function
is neutral (grand mean = 3.30).
HRIS data is expected to help functional managers achieve their goals and
objectives. They expect the system to deliver data for performance management,
team and project management, resume processing, recruitment and retention,
training and skills testing, and management development (Silva, 2017).
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Table 4.8
Respondent’s Assessment on the Design and Future Implementation of
Human Resource Information System in terms of
Payroll and Benefits Functions
Payroll and Benefits
Mean Rank Verbal Interpretation
The HRIS is user-friendly in terms of
3.18
4
Neutral
managing the payroll and benefits.
The HRIS help with Payroll System
3.20
3
Neutral
Compliance.
The HRIS improves communication
3.43
1
Neutral
and teamwork.
The data in the HRIS is up-to-date.
3.38
2
Neutral
Grand Mean:
3.30
Neutral
Legend: “Strongly Disagree (1.00 – 1.50)”, “Disagree (1.51 – 2.50)”, “Neutral
(2.51 – 3.50)”, “Agree (3.51 – 4.50)”, “Strongly Agree (4.51 – 5.00)”
Table 4.8 shows the respondent’s assessment on the design and future
implementation of the human resource information system in terms of payroll and
benefits functions. It reveals that respondents are neutral that the HRIS is userfriendly in terms of managing the payroll and benefits (mean = 3.18), that the
HRIS help with Payroll System Compliance (mean = 3.20), that the HRIS
improves communication and teamwork (mean = 3.43), and that the data in the
HRIS is up-to-date (mean = 3.38). Overall results show that respondent’s
assessment on the design and future implementation of the human resource
information system in terms of payroll and benefits functions is neutral (grand
mean = 3.30).
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Employees would like to use HRIS to make their job obligations, such as payroll
and benefits, easier. Salary history, paychecks, raises, bonuses, tax information,
and other financial and compensation tasks are all part of this HRIS component.
HRIS will work with other financial software and accounting systems in the
company. Such demanding duties necessitate the use of complex processes;
however, the usage of HRIS will undoubtedly make the job easier (Florentine,
2020).
On the other hand, the use of HRIS could also pose some difficulties in terms of
payroll and benefits functions. In an article Advantages and Disadvantages of
HRIS in Human Resource Management (2017), employees may feel burdened
during the early installation of HRIS because it requires specialist expertise to
update the system, which may extend certain issues. Human errors during data
input, malfunctions or weak applications to support your human resource
demands, and data entry errors will all result from a lack of training in using the
HRIS.
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Table 4.9
Respondent’s Assessment on the Design and Future Implementation of
Human Resource Information System in terms of
Training and Development Functions
Training and Development
Mean Rank Verbal Interpretation
The HRIS is user-friendly in terms of
3.31
2
Neutral
employee training and continuous
development.
The HRIS improves the quality of
3.40
1
Neutral
trainings and continuous development
processes.
The HRIS reduces cost employee
3.27
3
Neutral
training and continuous development.
Grand Mean:
3.33
Neutral
Legend: “Strongly Disagree (1.00 – 1.50)”, “Disagree (1.51 – 2.50)”, “Neutral
(2.51 – 3.50)”, “Agree (3.51 – 4.50)”, “Strongly Agree (4.51 – 5.00)”
Table 4.9 shows the respondent’s assessment on the design and future
implementation of the human resource information system in terms of training
and development functions. It reveals that respondents are neutral that the HRIS
is user-friendly in terms of employee training and continuous development (mean
= 3.31), that the HRIS improves the quality of trainings and continuous
development processes (mean = 3.40), that the HRIS reduces cost employee
training and continuous development (mean = 3.27). Overall results show that
respondent’s assessment on the design and future implementation of the human
resource information system in terms of training and development functions is
neutral (grand mean = 3.33).
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This HRIS function enables firms to centrally record training, learning, and staff
development programs that can be tracked as people go through the company.
Senior management can run reports to evaluate what jobs employees are filling
and how their performance affects success planning, as well as uncover highpotential talent. It can also be used to identify underachievers, such as who has
been demoted, suspended, or placed on a personal improvement plan, even
after those employees have left. It's simple for the HR department to report on an
individual's suitability for hire or rehire when another employer wants a reference
for one of your former employees. This is especially important in a corporation
that requires certificates and licenses (Florentine, 2020).
However, HR teams will not be able to choose a specialized solution for pain
points or use cases because an HRIS combines numerous HR operations and
information systems into one solution (Chang, 2021).
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Table 4.10
Respondent’s Assessment on the Design and Future Implementation of
Human Resource Information System in terms of
Employee Interface Functions
Employee Interface
Mean Rank
Verbal Interpretation
The HRIS is user-friendly in terms of
3.27
3
Neutral
employee interface.
The HRIS' records are breach-free.
3.18
4
Neutral
The HRIS integrates with other HR
3.43
1
Neutral
functions.
The HRIS has features for
3.38
2
Neutral
managing contractors, freelancers,
consultants and anyone else not a
full-time employee.
Grand Mean:
3.31
Neutral
Legend: “Strongly Disagree (1.00 – 1.50)”, “Disagree (1.51 – 2.50)”, “Neutral
(2.51 – 3.50)”, “Agree (3.51 – 4.50)”, “Strongly Agree (4.51 – 5.00)”
Table 4.10 shows the respondent’s assessment on the design and future
implementation of the human resource information system in terms of employee
interface functions. It reveals that respondents are neutral that the HRIS is userfriendly in terms of employee interface (mean = 3.27), that the HRIS' records are
breach-free (mean = 3.18), that the HRIS integrates with other HR functions
(mean = 3.43), and that the HRIS has features for managing contractors,
freelancers, consultants and anyone else not a full-time employee (mean = 3.38).
Overall results show that respondent’s assessment on the design and future
implementation of the human resource information system in terms of employee
interface functions is neutral (grand mean = 3.31).
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In an article from Matchr (2021), employee interface refers to how an employee
interacts with an HRIS or other computer system. The interface is what can be
seen and utilized to conduct various tasks after logging into a system. Icons,
program, drop-down menus, and a variety of other alternatives can be used as
controls. A familiar format interface always wins out over a sophisticated
interface. Choosing an interface that follows the standard Windows format
ensures that employees will be comfortable with the setup. Even if other
alternatives appear to be more "state of the art," users may be less comfortable
experimenting and playing with the system's various options if they are unfamiliar
with their appearance. HRIS solutions that can be modified and adapted to
management or human resource preferences will save a lot of time and effort. If
elements like dashboards and reporting can be changed, the system can be
tweaked to function better for the firm. After the system goes live, this can make
it much easy to fix anything that user’s dislike about it.
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Table 4.11
Respondent’s Assessment on the Design and Future Implementation of
Human Resource Information System in terms of Efficacy Benefits
Efficacy
Mean
Verbal
Interpretation
Rank
The HRIS increase productivity through:
Task delegation
3.36
Neutral
3
Reducing employee distractions
3.27
Neutral
Providing necessary tools
3.40
Neutral
2
Reducing manual data entry
3.38
Neutral
1
between systems
Automated workflows and tasks
3.22
Neutral
5
Employee self-service
3.36
Neutral
4
Grand Mean:
3.33
Neutral
Legend: “Strongly Disagree (1.00 – 1.50)”, “Disagree (1.51 – 2.50)”, “Neutral
(2.51 – 3.50)”, “Agree (3.51 – 4.50)”, “Strongly Agree (4.51 – 5.00)”
Table 4.11 shows the respondent’s assessment on the design and future
implementation of the human resource information system in terms of efficacy
benefits. It reveals that respondents are neutral that the HRIS increase
productivity through task delegation (mean = 3.36), that the HRIS increase
productivity through reducing employee distractions (mean = 3.27), that the HRIS
that the HRIS increase productivity through providing necessary tools (mean =
3.40), that the HRIS increase productivity through reducing manual data entry
between systems (mean = 3.38), that the HRIS increase productivity through
automated workflows and tasks (mean = 3.22), and that the HRIS increase
productivity through Employee self-service (mean = 3.36). Overall results show
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that respondent’s assessment on the design and future implementation of the
human resource information system in terms of efficacy benefits is neutral (grand
mean = 3.33).
HRIS adoption entails more than just introducing a new technology into the
workplace. Organizations who can effectively manage the people, process, and
technology involved in HRIS implementation should find that the new HRIS can
effectively achieve their goals in terms of budget, functionality, and usability.
HRIS minimizes reliance on hard copy forms of data and information connected
to personnel details, as well as saving time and resources through the use of
online applications/forms with a user-friendly interface. This increases the HR
department's overall efficiency, allowing HR professionals to focus more on
strategic decision-making and HR development (Juneja, n.d.)
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Table 4.12
Respondent’s Assessment on the Design and Future Implementation
of Human Resource Information System in terms of
Cost Savings Benefits
Cost Savings
HRIS saves company costs by reducing
the need for certain materials.
HRIS saves company costs in reducing
staffing needs.
Using an HRIS system for automated
timekeeping can cut down
administrative expenses significantly.
Mean
3.29
Rank
3
Verbal Interpretation
Neutral
3.31
2
Neutral
3.36
1
Neutral
HRIS eradicate errors’ cost
3.29
4
Neutral
Grand Mean:
3.31
Neutral
Legend: “Strongly Disagree (1.00 – 1.50)”, “Disagree (1.51 – 2.50)”, “Neutral
(2.51 – 3.50)”, “Agree (3.51 – 4.50)”, “Strongly Agree (4.51 – 5.00)”
Table 4.12 shows the respondent’s assessment on the design and future
implementation of the human resource information system in terms of cost
savings benefits. It reveals that respondents are neutral that the HRIS saves
company costs by reducing the need for certain materials (mean = 3.29), that the
HRIS saves company costs in reducing staffing needs (mean = 3.31), that using
an HRIS system for automated timekeeping can cut down administrative
expenses significantly (mean = 3.36), and that the HRIS eradicate errors’ cost
(mean = 3.29). Overall results show that respondent’s assessment on the design
and future implementation of the human resource information system in terms of
cost savings benefits is neutral (grand mean = 3.31).
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HRIS systems can be costly and difficult to set up and maintain. Installation
costs, educating HR staff on how to use it, and additional advising on various
topics can add up quickly for a small or medium-sized business. Despite the
potential long-term benefits, maintaining an HRIS as a short-term investment
might be difficult (INDEED, 2022).
According to an article, Advantages or Benefits of the Human Resources
Information System (HRIS), (2021), A well-designed HRIS, on the other hand,
provides benefits such as lower data storage costs, faster data extraction and
processing, reduced duplication of effort, resulting in lower costs, access to
accurate and up-to-date human resources data, better analysis leading to more
effective decision-making, more meaningful career planning and advice at all
levels, improved report quality, and a better ability to react to environmental
changes.
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Table 4.13
Respondent’s Assessment on the Design and Future Implementation of
Human Resource Information System in terms of
Data Security Benefits
Data Security
Mean Verbal Interpretation Rank
HRIS helps secure employee data and keep information private by:
Only authorized individuals can access
3.20
Neutral
4
the information
Computers and files are protected by
3.25
Neutral
3
unique passwords
Keeping the system up-to-date
3.38
Neutral
2
Providing back-up copies of the data files 3.43
Neutral
1
Grand Mean:
3.31
Neutral
Legend: “Strongly Disagree (1.00 – 1.50)”, “Disagree (1.51 – 2.50)”, “Neutral
(2.51 – 3.50)”, “Agree (3.51 – 4.50)”, “Strongly Agree (4.51 – 5.00)”
Table 4.13 shows the respondent’s assessment on the design and future
implementation of the human resource information system in terms of data
security benefits. It reveals that respondents are neutral that the HRIS helps
secure employee data and keep information private by only authorized
individuals can access the information (mean = 3.20), that the HRIS helps secure
employee data and keep information private by computers and files are
protected by unique passwords (mean = 3.25), that using an HRIS helps secure
employee data and keep information private by keeping the system up-to-date
(mean = 3.38), and that the HRIS helps secure employee data and keep
information private by providing back-up copies of the data files (mean = 3.43).
Overall results show that respondent’s assessment on the design and future
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implementation of human resource information systems in terms of cost data
security benefits is neutral (grand mean = 3.31).
HR information is usually private and sensitive. As a result, a major concern with
HRIS is the possibility for both authorized and unauthorized staff to invade (and
abuse) employee privacy. It's critical to properly investigate problems like user
access, data accuracy, data disclosure, employee inspection rights, and security
to ensure employee and management confidence in an HRIS. Failure to do so
could result in major ethical, legal, and employee relations issues, jeopardizing
the system's credibility (MBA Knowledge Base, 2010). In a research from
Caterinicchia (2018), Such security breaches might be quite costly. In the
Internet Age, one unprotected computer or one improperly deleted hard drive
can give thieves access to thousands of employee information, which they can
use to apply for credit cards, spend money they don't have, and wreak havoc on
the lives of people whose only fault was trusting their company.
Respondents’ likeness to be introduced in the implementation of the
Human Resource Information System
This section provides data on the respondents’ preference on their introduction
to HRIS Implementation.
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Table 4.14
Respondents’ likeness to be introduced in the implementation
of the Human Resource Information System
Implementation
Mean
Rank
Verbal
Interpretation
Online training
2.93
6
Neutral
Face-to-face training
3.40
2
Neutral
On-the-job training
3.43
1
Neutral
Buddy technique
3.31
3
Neutral
Mentoring
3.22
4
Neutral
Coaching
3.13
5
Neutral
Audio- video presentation
2.75
8
Neutral
Brochures
2.68
9
Neutral
Pamphlets
2.77
7
Neutral
Grand Mean:
3.07
Neutral
Legend: “Lowest (1.00 – 1.50)”, “Low (1.51 – 2.50)”, “Neutral (2.51 – 3.50)”,
“High (3.51 – 4.50)”, “Highest (4.51 – 5.00)”
Table 4.14 shows the respondent’s assessment on the Human Resource
Information System's introduction to implementation. It reveals that respondents
are neutral that they be introduced HRIS’ implementation through online training
(mean = 2.93), that they be introduced HRIS’ implementation through face-toface training (mean = 3.40), that they be introduced HRIS’ implementation
through on-the-job training (mean = 3.43), that they be introduced HRIS’
implementation through buddy technique (mean = 3.31), that they be introduced
HRIS’ implementation through mentoring (mean = 3.22), that they be introduced
HRIS’ implementation through coaching (mean = 3.13), that they be introduced
HRIS’ implementation through audio-video presentation (mean = 2.75), that they
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be introduced HRIS’ implementation through brochures (mean = 2.68), and that
they be introduced HRIS’ implementation through pamphlets (mean = 2.77) .
Overall results show that the respondent’s assessment on the Human Resource
Information System's introduction to implementation is neutral (grand mean =
3.07).
Although on-the-job training isn't always required, according to Valamis (2021), it
can enhance productivity and efficiency in certain industries. It can also benefit
the company as a whole, with fewer training costs and more productive and
motivated employees. It's usually used to learn how to use specific tools or
equipment in a live-work practice, simulated, or training setting. Rather than
hearing seminars or obtaining worksheets, employees learn about the job by
doing it. This training takes place at work, under the supervision of a supervisor,
manager, or other experienced personnel.
Based on an article from Matchr (2021), employees and supervisors can take a
break from their desks and focus on learning about the new system in a
classroom or face-to-face setting. Getting employees away from their normal
work distractions can help them learn faster and more efficiently. It may also
make employees more comfortable asking questions as they learn about the
system from their colleagues. Unfortunately, for very large organizations or
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corporations where employees are rarely present in the same area at the same
time, classroom-style HRIS training may not be feasible.
For many areas, including HRIS training, online training is becoming increasingly
popular. Employees can access online training at their leisure from whichever
place suits them best. It also allows employees direct control over how the
technology is used, making it more effective and cost-effective. If staff have
minimal expertise with HRIS systems, however, the lack of direct supervision
and assistance might make the training process difficult (Matchr, 2021b).
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Chapter 5
SUMMARY OF FINDINGS, CONCLUSIONS AND RECOMMENDATIONS
This
section
presents
the
summary
of
findings,
conclusions
and
recommendations of the study based on findings from the study in comparison to
what other scholars have said as noted under literature review.
This study was conducted to analyze the design and future implementation of the
Human Resource Information System for National Contracting Company Limited
in Saudi Arabia. A well-thought and structured survey questionnaire was given to
the 44 respondents; in which they were encouraged to answer the questionnaire
with all honesty. The respondents were from various departments in NCC’s main
office. The researcher utilized the latest research in Human Resources
Management and Human Resources Information Systems (HRIS). Through
related work studies, the researcher highlighted the most important expected
evolution experienced by these systems.
Summary of Findings
This study attempted to describe the demographic profile of the employees at
NCC, and the employees’ assessment on the design and future implementation
of the Human Resource Information System. On the basis of the data gathered
in relation to the statement of the problem, these are the significant findings:
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1.
The respondents' profile consisted of 31 – 40 years old. It is also mainly
composed of married men who worked 11-15 years for the company. All
employees have permanent jobs and hold regular positions.
2.
Employees at NNC have neutral opinion on the HRIS as user-friendly in
terms of applicant recruiting and tracking. Employees are also neutral that the
HRIS reduces time in recruiting and tracking applicants and improves the quality
of the recruiting and tracking eligible applicants. Employees have also a neutral
response that HRIS organizes the whole recruitment process in a well-defined
and manageable manner.
3.
NCC employees are neutral that they be introduced HRIS’ implementation
through online training, face-to-face training, and on-the-job training Employees
are also neutral that they be introduced HRIS’ implementation through buddy
technique, mentoring and coaching. Employees also have neutral assessment
on their introduction to HRIS through audio-video presentation, brochures, and
pamphlets.
Conclusions
Based on the results the following conclusions were drawn:
1.
NCC’s workforce is relatively young, as most of the employees were
below the age of 50. NCC is also a male- dominated company, with most of them
are married and have 0-15 years of work experience within the company. Most of
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the respondents are in the finance, marketing, and operations departments.
These socioeconomic factors possibly will have an impact on the design and
future implementation of the Human Resource Information System, these could
be facilitating factors on the future implementation of the system or could pose
as barriers to the introduction and implementation of the system.
2.
NCC employees are neither agreeing or disagreeing on the benefits of the
Human Resource Information System. All of the respondents’ assessments on
the design and implementation of the Human Resource Information System are
neutral. One explanation to these results relies on the employee demographics.
Though most of the employees were born and raised in a digitalized generation,
most of the employees do not always use the HRIS in their respective work
roles; that in case of future implementation, the usage of the Human Resource
Information System will be moderate.
3.
The researcher found that face-to-face and on-the-job training are the top
preference on introducing the Human Resource Information Systems to the
company. Buddy technique, mentoring, and coaching are also preferred by most
of the respondents. While the digital age allows for many things to be done
virtually, physical interaction is still one of the most effective ways to learn. One
of the main reasons face-to-face and on-the-job training remain popular is the
ability to communicate and develop working relationships through personal
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interaction. The depth of information and experience that the trainer imparts to
the employees will benefit them (Dimensions, 2018).
Recommendations
Based on the findings and discussions, the researcher offers the following
recommendations:
1.
The Management of National Contracting Company should consider the
age and the level of readiness of their employees for the implementation of the
Human Resource Information System as they are neither agreeing or
disagreeing on the benefits of the said system. Most of the respondents are in
the finance, marketing, and operations departments. These socioeconomic
factors possibly will have an impact on the design and future implementation of
the Human Resource Information System, these could be facilitating factors on
the future implementation of the system or could pose as barriers to the
introduction and implementation of the system.
2.
The Human Resource Management of the company should conduct an
onsite training for the employees of the department upon implementation of the
Human Resource Information System. Communication upon implementation of
the system must be ensured as the company comprises several departments. A
strategy or an implementation stage should be utilized to ensure effective
implementation.
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3.
There should be a further study about factors that affect Human Resource
Information System implementation and with a larger sample size. The study
only focuses on the perceptions of the respondents towards the system being
proposed. It does not explore
the factors that might affect
implementations.
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APPENDICES
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APPENDIX A
Research Questionnaire
Dear Respondents,
I humbly seek your ample time to be my respondents on my study entitled
Analysis on the Design and Future Implementation of Human Resource
Information System (HRIS) for National Contracting Company Limited (NCC).
This study aims to examine the NCC employee's assessment on the design and
future implementation of HRIS.
Your utmost consideration is highly appreciated. Thank you for your cooperation.
The Researcher
Rellon, Alfie
Questionnaire
Part 1. Demographics
Instructions: Put a check (✔) on the appropriate box that corresponds to your
answer.
Respondents Name (optional):
Age:
20- 30
41-50
61-70
Civil Status
Sex:
31- 40
51-60
Male
Female
Status of employment
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Single
Married
Contractual
Widow/er
Separated
Probationary
Permanent/ Regular
Number of years in service
0-5
16-20
6-10
21-25
Job Designation
11-15
General manager
Managerial
26-30
Administrator
Staff
Others: Specify__________
Part 2. Design of Human Resource Information System
Instructions: Put a check (✔) on the appropriate box that corresponds to your
answer. Please rate in all honesty for it would help in improving the study.
Strongly
Disagree
Disagree
Functions:
Recruiting and applicant
tracking
The HRIS is user-friendly
in terms of applicant
recruiting and tracking.
The HRIS reduces time in
recruiting and tracking
applicants.
The HRIS improve the
quality of the recruiting
and
tracking
eligible
90
Neutral
Agree
Strongly
Agree
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applicants.
The HRIS organize the
whole recruitment
process in a well-defined
and manageable manner.
Payroll and Benefits
The HRIS is user-friendly
in terms of managing the
payroll and benefits.
The HRIS help with
Payroll System
Compliance.
The HRIS improves
communication and
teamwork.
The data in the HRIS is
up-to-date.
Training and
Development
The HRIS is user-friendly
in terms of employee
training and continuous
development.
The HRIS improves the
quality of trainings and
continuous development
processes. .
The HRIS reduces cost
employee training and
continuous development.
Employee Interface
The HRIS is user-friendly
in terms of employee
interface.
The HRIS' records are
breach-free.
The HRIS integrates with
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other HR functions.
The HRIS has features for
managing contractors,
freelancers, consultants
and anyone else not a
full-time employee.
Benefits:
Efficacy
The
HRIS
increase
productivity through:
●
Task delegation
●
R
educing employee
distractions
●
Providing
necessary tools
Reducing manual
●
data entry between
systems
Automated
●
workflows and tasks
Employee self●
service
Cost Savings
HRIS saves company
costs by reducing the
need for certain materials
HRIS saves company
costs in reducing staffing
needs
Using an HRIS system for
automated timekeeping
can cut down
administrative expenses
significantly
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HRIS eradicate errors’
cost
Data Security
HRIS helps secure
employee data and keep
information private by:
●
Only authorized
individuals can access the
information
●
Computers and
files are protected by
unique passwords
●
Keeping the
system up-to-date
●
Providing back-up
copies of the data files
Part
3.
Human
Resource
Information
System's
Introduction
to
Implementation
Instructions: Rate the following training, seminar and information dissemination
tools. (5 being the highest while 1 being the lowest rating). Please rate in all
honesty for it would help in improving the study.
●
Online training
_________
●
Face-to-face training
_________
●
On-the-job training
_________
●
Buddy technique
_________
●
Mentoring
_________
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AMA UNIVERSITY
School of Business and Accountancy
Project 8, Quezon City
●
Coaching
●
Audio- video presentation _________
●
Brochures
_________
●
Pamphlets
_________
_________
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School of Business and Accountancy
Project 8, Quezon City
APPENDIX B
Statistician Certificate
CERTIFICATION
This is to certify that the undergraduate thesis entitled “ANALYSIS ON THE
DESIGN
AND
FUTURE
IMPLEMENTATION
INFORMATION SYSTEM FOR NATIONAL
OF
HUMAN
CONTRACTING
RESOURCE
COMPANY
LIMITED IN SAUDI ARABIA”, submitted in partial fulfillment of the requirements
for the degree Bachelor of Science in Business Administration Major in
Management, embodies the result of a bona fide research work carried out by
Alfie G. Rellon. To the best of my knowledge and belief, the computation of data
used as a tool in presentation, analysis and interpretation of data in the
undergraduate thesis has been duly validated under my guidance and
supervision. Mr. Israel G. Ortega Statistician
Mr. Israel G. Ortega
Statistician
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School of Business and Accountancy
Project 8, Quezon City
APPENDIX C
Grammarian Certificate
CERTIFICATION
This is to certify that this research study entitled “ANALYSIS ON THE
DESIGN AND FUTURE IMPLEMENTATION OF
INFORMATION SYSTEM FOR NATIONAL
HUMAN RESOURCE
CONTRACTING
COMPANY
LIMITED IN SAUDI ARABIA ” prepared and submitted by Mr. ALFIE G.
RELLON under Bachelor of Science in Business Administration Major in
Management Information System of the AMA UNIVERSITY School of Business
and Accountancy, Quezon City had been checked and edited by the
undersigned.
Certified by:
MS. IANTHEE JANE V. RAMOS
Grammarian
HR Staff- Compensation and
Benefits
Econergy Corporation
iam.ianthee@gmail.com
09105134327
JUNE 13, 2022
Date
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AMA UNIVERSITY
School of Business and Accountancy
Project 8, Quezon City
APPENDIX D
Certificate of Originality: Plagiarism Checker
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Project 8, Quezon City
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Project 8, Quezon City
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Project 8, Quezon City
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Project 8, Quezon City
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Project 8, Quezon City
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Project 8, Quezon City
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Project 8, Quezon City
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BIOGRAPHICAL STATEMENT
Alfie Garingo Rellon is a 40-year-old Bachelor
of Science in Business Administration Student
Majoring in Management Information System
(BSBA – MIS) at the AMA University Online
Education. He is the youngest among three (3)
children of Mr. Alberto G. Rellon and Mrs.
Precila Garingo, nurtured in Salug, Zamboanga
Del Norte. Alfie is currently pursuing his dreams
of finishing his studies for an improved future in the professional world. Mr.
Rellon currently resides in Al Khobar, Saudi Arabia, which is almost five (5)
thousand miles away from his family in Dipolog City. This family man is happily
married to Emma Rellon and blessed with a healthy and intelligent daughter
named Akisha Ericka. He can be described as a person with a “Type A”
personality who has relaxed, chill, very likely to go with the flow, light hearted
and accepting, well adjusted, incredibly happy, loving, compassionate, friendly,
charming, warm, and easy to get along with almost everyone. He is fond of
making jokes to his Nepali and Indian colleague at work, even to his Saudi
Manager. One of the bonding moments he and his wife enjoys whenever he
goes home in the Philippines for a vacation is working out or physical fitness and
attending mass together with his whole family. He was a former Gas Sales
Attendant at Abu Dhabi National Oil (ADNOC) Company from February 2003 to
September 2006. He then joined Readiness Management Support Company in
Iraq for better opportunity as Human Resource and Admin Assistant in a hostile
environment (US Military Camp Base) from October 2006 to April 2012. Then
moved to Kingdom of Saudi Arabia as Administrative Assistant in a Korean SK
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Engineering Company from October 2012 to April 2015. And now he is
associated with National Contracting Company (NCC) as Human Resource and
Recruitment Officer from November 2015 up until the present.
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