HR-MIS for CARE-B_Project

HUMAN RESOURCE MANAGEMENT INFORMATION SYSTEM FOR CARE
BANGLADESH
A Project Report Submitted to the Department of MS in MIS for the Partial Fulfillment of
the Requirements for the Degree of MS in MIS
Department of MS in MIS
Daffodil International University (DIU)
Dhaka, Bangladesh

(i)
APPROVAL
This Project titled “Human Resource Management Information System for CARE
Bangladesh", submitted by Md. Rofiqul Islam to the Department of MS in MIS, Daffodil
International University (DIU), has been accepted as satisfactory for the partial
fulfillment of the requirements for the degree of MS in MIS and approved as to its style
and contents.
BOARD OF EXAMINERS
1. ________________________________ Dean
(Dr. M. Lutfar Rahman)
Professor and Dean
Faculty of Science and Information Technology
Dhaka- 1207
2. ________________________________ Chairman
(Dr. Md. Fokhray Hossain)
Associate professor
Department of CSE, CIS & CS
Dhaka- 1207
3. ________________________________ Internal Examiner
(Dr. Yousuf M Islam)
Associate professor
Department of CSE, CIS
Dhaka- 1207
4. _________________________________ External Examiner

(ii)
DECLARATION
We thereby declare that, this project has been done by us under the supervision of Dr.
Md. Fokhray Hossain, Associate professor, Department of CSE, CIS & CS, Daffodil
International University (DIU). We also declare that neither this project nor any part of
the project has been submitted elsewhere for awarding of any degree or diploma.
Supervised by:
-----------------------------
Dr. Md. Fokhray Hossain
Associate professor
Department of CSE
Submitted by:
--------------------------------
Md. Rofiqul Islam
ID: 063-17-179
Department of MS in MIS
Daffodil Internal University (DIU)

(iii)
ACKNOWLEDGEMENT
This study will be incomplete until my gratitude and heartfelt regards to my honorable
study supervisor Dr. Md. Fokhray Hossain, Associate professor, Department of CSE, CIS
& CS, Daffodil International University (DIU) is conveyed. His invaluably experienced
guidelines and continuous suggestions encouraged me to step in this study of HRMIS
Software. I am simply grateful to my teacher.
In way of the completion of this study I would also like to remember all the help and
support from my colleagues at CARE Bangladesh. Special thanks for my department and
IT for their great tolerance to my boundless queries. We walked together to the path of
the completion of this study.
The contribution of many authors, publishers and firms in the computer industry that
contributed case materials, ideas, illustrations and photographs used in this text are also
thankfully acknowledged.
Md. Rofiqul Islam

(iv)
ABSTRACT
Human Resources Management (HRM) is always a difficult question for the management
of an organization. In order to support effectively and efficiently this management aspect,
in the information technology (IT) area, the Human Resource Management Information
System (HRMIS) is the key tool for the organization to well organize the HRM
information, link it to the organizational business objectives, and align recourses to
support the corporate strategy.
The study provides an introduction to the background organizational perspective aiming
towards a successful and effective scope. A need-based assertion of the organization
reveals the theoretical classification, availability matrices, and other prerequisites of
HRMIS. A structured design and plan against vandalism with a proper maintenance of the
network monitoring both logical and physical security including a supportive
environment is the key for HRMIS. Server performance matrices with a secure server and
fault tolerance load balancing terminology are the other major elements towards a
successful data center to establish a high definition operational information system.

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CONTENTS
Page
APPROVAL…... ……………………………………………..……………….. (i)
BOARD OF EXAMINERS ……………………………………..…………….. (i)
DECLARATION………… ……………………………………..…………….. (ii)
ACKNOWLEDGEMENT …………………………………………..………… (iii)
ABSTRACT …………………………………………………………...…….… (iv)
CHAPTER
1. INTRODUCTION
1.1 Background of the Project ……………………………….… 1
1.2 Problems of the existing system …………………………… 3
1.3 Aim of the Project …………………………………………. 3
1.4 Methodology to be used …………………………………… 4
1.5 Conclusion …………………………………………………. 4
2. HUMAN RESOURCE MANAGEMENT INFORMATION SYSTEM
2.1 Introduction ………………………………………………… 6
2.2 HRM Definition ……………………………………………. 6
2.3 HRM Process ………………………………………………. 9
2.3.1 Planning Process …………………………………… 10
2.3.2 Recruitment Process ……………………………….. 10
2.3.3 Selection Process …………………………………... 10
2.3.4 Orientation, training and development process ……. 11
2.3.5 Career planning and development process ………… 11
2.3.6 Performance appraisal process …………………….. 12
2.3.7 Employee compensation and benefit process ……… 12
2.4 HRMIS in organization …………………………………… 13
2.4.1 Introduction …………………………………...……. 13
2.4.2 Definition of HRMIS ………………………………. 14
2.4.3 Components of a HRMIS ………………………….. 14
2.4.4 Users of HRMIS applications ……………...………. 15
Page

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2.4.5 HRIS functions ……………………………………... 15
2.4.5.1 Integrating the Technologies of HR ………... 16
2.4.5.2 Increased efficiency ………………………… 16
2.4.5.3 Increased effectiveness ……………………… 16
2.4.5.4 IT-Enabled process ………………………….. 16
2.5 Cost and benefits of HRIS …………………………………. 17
2.6 Conclusion ……………….…………………………………. 18
3. SYSTEM ANALYSIS & DESIGN
3.1 Introduction ………………………………………………… 19
3.2 Basic Concepts ……………………………………………… 19
3.3 HR and Information System ………………………………... 20
3.3.1 Impact of IS on HR strategic management …………. 20
3.3.2 Benefits of HRMIS …………………………………. 21
3.4 Scope define ……………………………………………….. 21
3.5 System components ………………………………………... 23
3.5.1 The HR function's reality …………………………… 23
3.6 Information requirement ……………………………………. 24
3.6.1 Personnel subsystem ………………………………... 25
3.6.2 Payroll subsystem …………………………………… 25
3.6.3 Standard reporting subsystem ………………………. 25
3.7 Data elements ……………………………………………….. 26
3.8 Data flow diagram (DFD) …………………………………... 27
3.8.1 Salary information ………………………………….. 27
3.8.2 Relative information ………………………………... 27
3.8.3 Staff transition (Promotion) ………………………… 28
3.8.4 Staff transition (Re-designation) ……………………. 28
3.8.5 Staff transition (Area Transfer) ……………………... 29
3.8.6 Disciplinary Action …………………………………. 29
3.8.7 Performance Evaluation …………………………….. 30
3.8.8 Training information ………………………………... 30
3.8.9 In-Charge information ………………………………. 31
Page

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3.9 Entity relationship diagram (ERD) ………………………….. 32
3.10 Methodology ………………………………………………… 32
3.11 Database design ……………………………………………... 33
3.12 Conclusion …………………………………………………... 33
4 PROPOSED SYSTEM
4.1 Introduction ………………………………………………… 34
4.2 Proposed System …………………………………………… 34
4.3 Conclusion ………………………………………………….. 34
5 TESTING & IMPLEMENTATION
5.1 Introduction ……………………………………………….. 35
5.2 Testing strategies ………………………………………….. 35
5.2.1 The strategies for conventional software …………... 35
5.2.2 System testing ……………………………………… 35
5.3 The art of debugging ……………………………………… 36
5.4 Testing tactics …………………………………………….. 36
5.4.1 Software testing fundamentals …………………….. 36
5.4.2 Attributes of a good test …………………………… 36
5.4.3 Black box testing …………………………………... 36
5.4.4 White box testing ………………………………….. 37
5.4.5 Control structure testing …………………………… 37
5.4.6 Object oriented (OO) testing methods …………….. 37
5.4.7 Testing patterns ……………………………………. 38
5.5 Some Testing Samples …………………………………… 38
5.6 Implementation …………………………………………… 41
5.7 Conclusion ………………………………………………... 51
6 CRITICAL APPRAISAL
6.1 Introduction ………………………………………………. 52
6.2 Critical Appraisal ………………………………………… 52
6.3 Conclusion ……………………………………………….. 53
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7 CONCLUSION
7.1 Analysis of the contribution ……………………………….. 54
7.2 Recommendations and suggestions for further research …... 57
REFERENCES …………………………………………………….. 59
APPENDICES
Appendix A
(i) Confirmation ….……………………………….... A (i)
(ii) Warning Letter …………………………………. A (ii)
(iii) Training Log Sheet ……………………………. A (iii)
(iv) Data sheet on Separation ………………………. A (iv)
(v) In Charge Letter ………………………………... A (v)
(vi) Area Transfer ………………………………….. A (vi)
(vii) Acceptance of Resignation …………………… A (vii)
(viii) Promotion …………………………………… A (viii)
ANNEXURES
Annexure A ………………….………………… AA (i) – AA (xvi)
Annexure B ……………………...…………… AB (i) – AB (xxxx)
LIST OF TABLES
Table 1: Comparison between Old & New System ………... 41
LIST OF FIGURES
Figure 1: HRM Definition ………..………………………… 7
Figure 2: Salary Information ……..………………………… 27
Figure 3: Relative Information …...………………………… 27
Figure 4: Promotion ………..…………………………….… 28
Figure 5: Re-designation ..………..………………………… 28
Figure 6: Area Transfer ………..…………………………… 29
Figure 7: Disciplinary Action ...…..………………………… 29
Figure 8: Performance Evaluation ..………………………… 30
Page

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Figure 9: Training Information .…..………………………… 30
Figure 10: In-Charge Information …………………………... 31
Figure 11: ERD ……………….…..………………………… 32
Figure 12: Methodology …………..………………………… 33
Figure 13: Promotion Sample Test-1 ……………………….. 38
Figure 17: Login Tracking Sample Test-1 ……………..…… 40
Figure 18: Login Tracking Sample Test-2 ……………..…… 40
Figure 19: Sample Software Snapshot-1 …................……… 42
Figure 28: Sample Software Snapshot-10 …..............……… 46

1
Chapter 1
Introduction
1.1 Background of the Project
In the 21st
Century, no country can develop without the use of Information Technology
and Automated System. We have to spend money on hardware and software. The
percentage of money we spend on software and hardware, mostly we have to spend on
Software. Plus, the price of software is getting higher every year.
Organizations are spending billions of dollars every year for purchasing software from
outside vendors. To develop software within organization initiative, we can save the
money and use this money for other development project. We are far away from the use
of automated system. Information Technology has reached only in Telecommunication
Industries, Financial Institute and in some Multi National Company. Information
Technology has also been introduced in Governmental institute but, still most cases
planning stages, may be some of them in implementation stage. The country is still far
away from the blessings of new digital age.
Invariably, Human Resource Management (HRM) issues have been major concern for
managers at all levels, because they all meet their goals through the efforts of others,
which require the effective and efficient management of people. The spacious array of
HRM activities for example, planning, recruiting, selection, and training just to mention
but few place enormous responsibilities on supervisors and managers alike. These
embrace analyzing jobs, planning labour needs, selecting employees, orienting and
training employees, managing compensation, communicating (which includes counseling
and disciplining), and maintaining employee commitment.
In addition to the already mentioned activities are, ensuring fair treatment, appraising
performance, ensuring employee health and safety, building and maintaining good
employee/labour relations; handling complains and grievances, and ensuring compliance
with human rights, occupational health and safety, labour relations, and other legislation
affecting the workplace. Regardless of field of expertise, from accounting to production
control, learning about employee rights, employer responsibilities, and effective HRM

2
practices may provide all managers with knowledge that enables them to perform more
effectively.
However, according to Stewart (1996), the Human Resource Management function has
faced a scuffle in justifying its position in organizations. Firms easily justify expenditures
on training, staffing, reward, and employee involvement systems in favorable conditions,
but when faced with financial difficulties, such Human Resource (HR) systems become
prime target for cutbacks. Nonetheless, introducing Strategic Human Resource
Management (SHRM), in exploring HR’s supportive role in business strategy, presented a
possibility for demonstrating its value to the firm.
Lately, the increasing pressure to support strategic objectives and the greater focus on
shareholder value have led to changes in both job content and expectations of HR
professionals (Storey et al., 2000; Ball, 2000)[Ref-11] [Ref-15]
. Similarly, Schuler et al.,
(2001)[Ref-10]
and Mayfield et al., (2003) noted that one such major changes included
contemporary use of Information Systems (IS) in support of the HRM process. More so, a
careful analysis indicated that increased Human Resource Management Information
Systems (HRMIS) usage enabled improved professional performance and thus facilitated
involvement in internal consultancy activities (PMP (UK) Ltd 1997). In addition,
according to Ulrich (1997), using HRIS provides value to the organization and improves
HR professionals’ own standing in the organization.
HRMIS provides management with strategic data not only in recruitment and retention
strategies, but also in merging HRMIS data into large-scale corporate strategy. The data
collected from HRMIS provides management with decision-making tool. Through proper
HR management, firms are able to perform calculations that have effects on the business
as a whole. Such calculations include health-care costs per employee, pay benefits as a
percentage of operating expense, cost per hire, return on training, turnover rates and costs,
time required to fill certain jobs, return on human capital invested, and human value
added. It must be noted though, that, none of these calculations result in cost reduction in
the HR function (Gerardine DeSanctis, 1986: 15). The aforementioned areas however,
may realize significant savings using more complete and current data made available to
the appropriate decision makers. Consequently, HRMIS are seen to facilitate the
provision of quality information to management for informed decision-making. Most

3
notably, it supports the provision of executive reports and summaries for senior
management and is crucial for learning organizations that see their Human Resource as
providing a major competitive advantage. HRMIS is therefore a medium that helps HR
professionals perform their job roles more effectively (Grallagher, 1986; Broderick and
Boudreau, 1992).
Even though, numerous studies in this area have provided substantial empirical and
theoretical contributions to the field of HRMIS this area of investigation is still in its
infancy. Interestingly, little however is known about the role of HRMIS in SHRM. As the
pressure to shift from HRM to SHRM keeps on mounting, coupling with severe global
competition, and in conjunction with the ever-increasing demand for HRMIS, further
research is still needed in this field.
1.2 Problems of the existing System
Existing system are as follows:
1. Staff information preserves and retrieves.
2. Promotion Tracking.
3. Training Information.
4. Service Length Calculation.
5. MIS monthly Report.
Problems of the existing system are;
1. Working scope is limited.
2. Not integrated with other programs.
3. Less flexibility.
4. Reports not fulfill management requirements.
5. Developed with the help of old database and programming language.
1.3 Aim of the Project
Information system has a vital role to run the organizations operational activities
smoothly and in a systematic way. So that, all sections activities can be monitored by the
head of the department easily. At the end of the day, management can be informed with
the updated and accurate work status accordingly without asking anything to any body.

4
This project helps the management to fulfill the followings:
1. Work with broad scope.
2. Integration with other programs.
3. Flexibility.
4. User friendly.
5. Sufficient Reports that fulfill management requirements.
6. Less dependency to others.
7. Less paper work.
8. Maximum automation.
9. Ensure information accuracy and consistency.
10. In-house program development.
1.4 Methodology to be used
The following methodology would be used for this project.
 Back-end Database Use: MS SQL Server 2000 is the RDMS solution from
Microsoft Corporation. This is one of the leading and secured database software in the
world developed by Microsoft Corporation.
 Front-end Language: Microsoft Visual Studio development tools – The latest
powerful front-end development tools in the world developed by Microsoft
Corporation.
 User Friendliness: The software will be design to serve highly user friendliness.
User’s active involvement will be requested to advice their satisfaction and suitability.
 Multi-user: The software will be design to run from a single PC to multiple PCs in
large network like Windows NT or Window 2003 Server. Special care would be taken
in each stage of laboratory testing multi-user functionality would confirmed.
 Report Design: In generation of user, requested outputs and reports from the MIS
would be popular report generating software Crystal Report would be used.
 Operating System: Windows98, Windows Me, Windows 2000, windows XP,
Widows 2003 or higher.
1.5 Conclusion
In conclusion, the development of a project management culture within the organization
has meant a long-term commitment. One cannot really pinpoint in time when it began, but
like most other organizations, my organization has progressed along a path of project

5
management maturity. As a result of a major project failure in the early 1990’s, there was
recognition of the need for a structured approach to managing projects to increase their
likelihood of success. My organization’s project management methodology will be
develop and evolve over the past ten years. It has been an iterative process with input
from various parts.
The Project Management Resources and Information Project will be an exercise in
organizational change management. It resulted in the establishment of my organization
Project Management Framework and a small Project Services team. This team continues
to work collaboratively with our practitioners to keep our project management culture
alive and healthy. This work does require passion, commitment and continual
championship for ‘the cause’.

6
Chapter 2
Human Resource Management Information System
2.1 Introduction
The HRM concept is elaborated from different and varying view points. More so, the
various definitions of the concept, context and scope of HRM and its associated processes
are presented. The chapter ends with a summary. The term ‘Human Resource
Management’ has been the subject of considerable debate, and its underlying philosophy
and character are highly controversial. Much of this controversy stems from the absence
of a precise formulation of and agreement on its significance and definition (Storey, 1989;
and 1995a) [Ref-11]
, as cited by Bratton and Gold (2003: 7)[Ref-2]
. Obviously, definition of
the subject matter is needed for analysis and understanding of HRM theory and practice.
2.2 HRM definition
HRM has a variety of definitions but there is general agreement that it has a closer fit
with business strategy than previous models, specifically personnel management. In all
the debates about the meaning, significance and practice of HRM, nothing seems more
certain than the link between HRM and performance (HRM Guide October 2006). Below
are some of the definitions of HRM, although it can be argued that these will only be ones
of several possible definitions.
De Cenzo and Robbins (1996: 8)[Ref-3]
defined HRM as the part of the organization that is
concerned with the people dimension, and it is normally a staff or support function in the
organization. HRM role is the provision of assistance in HRM issues to line employees,
or those directly involved in producing the organization’s goods and services. Acquiring
people’s services, developing their skills, motivating them to high levels of performance,
and ensuring their continuing maintenance and commitment to the organization are
essential to achieving organizational goals. This is much the case regardless of the type of
organization, government, business, education, health, recreation, or social action. The
authors proposed an HRM specific approach as consisting of four functions- staffing,
training and development, motivation, and maintenance.

7
In addition, Bratton and Gold (2003: 7) [Ref-2]
define HRM as the strategic approach to
managing employment relations which emphasizes that leveraging people’s capabilities is
critical to achieving sustainable competitive advantage. This is achieved through a
distinctive set of integrated employment policies, programs and practices. The authors
presented HRM functions as planning, recruitment and selection, appraisal and
performance management, reward management, development, employee relations, health
and safety, and union-management relations. Moreover, to Alan Price (2004: 32)[Ref-1]
HRM aims at recruiting capable, flexible and committed people, managing and rewarding
their performance and developing key competencies.
Contributing to the working definition of HRM is Abecker et al., (2004)[Ref-13]
. They see
HRM as a strategic and target oriented composition, regulation and development of all
areas that affect human resources in a company. Efficient and effective management of
these resources to a large extend, affects human resource behavior, and consequently the
performance of the organization as a whole. Moreover, the authors identified HRM with
the field it covers. These include planning aspects- personnel requirements analysis and
personnel asset analysis, and change aspects- recruitment, personnel development and
labor displacement (Ibid). Next, is the diagrammatic representation of the said field.
Figure-1 (HRM Definition)
It is however, somehow strange, that, an important aspect of HRM, payroll or
compensation/payment is missing from the field in figure 1 above propounded by the
authors. Abecker et al., (2004) [Ref-13]
like the previous other authors, did not present a
conclusive and detailed definition of HRM including the other concepts (HR processes).

8
Lastly considered are the opinions of various management scholars who have taken a
more in-depth look at the whole concept of HRM. These opinions should be given the
greatest weight, since they reflect more in-depth research on the subject than is done by
most textbook authors. Few such authors are Dessler et al., (1999)[Ref-4]
, and Torrington et
al., (2005)[Ref-12]
.
According to Torrington et al., (2005: 5) [Ref-12]
HRM is fundamental to all management
activity and has evolved from a number of different strands of thought. It is best described
as a loose philosophy of people management rather than a focused methodology. Thus,
distinction has been made between HRM as body of management activities on one hand
(generically described as personnel management) and then on the other as a particular
approach to execute those activities (carrying out people-oriented organizational activities
than traditional personnel management).
An organization gains competitive advantage by using its employees effectively, drawing
on their expertise and ingenuity to meet clearly defined objectives. Torrington et al.,
(2005: 5) [Ref-12]
identified the role of the human resource functions with the key
objectives. These four objectives are the corner stone of all HR activities. These include
Staffing, Performance, Change-management and Administration. Staffing objective
focuses on finding the appropriate pool of human resources needed to ensure fully and
timely supply of work force (Ibid). It therefore involves designing organizational
structures, identifying working conditions for different groups of employees followed by
recruiting, selecting and developing the personnel required to fill the roles. Performance
objective aims at ensuring workforce motivation and commitment for effective
performance. Consequently, employees training and development remain important.
Moreover, managing change effectively and efficiently remains one of the core objectives
in almost every business. Key issues here include recruiting and/or developing people
with the required leadership skills to drive the change process. Change agents are
employed to encourage acceptance of change by coming out with reward systems
associated with the change process. Employees’ involvement is also paramount here and
is encouraged. The aim is to avoid resistance to change, more especially where it involves
cultural changes (attitude, philosophy or long-present organizational norms).

9
Administration objective aims at facilitating the smooth running of the organization.
Hence, there is the need for accurate and comprehensive data on individual employees,
records of achievement in terms of performance, attendance, training records, terms and
condition of employment and personal details are (Ibid).
However, for the purpose of this study, literature on the HRM concept will be based on
the opinions of Dessler et al., (1999) [Ref-4]
. The authors defined HRM as the management
of people in organizations. It consists of the activities, policies, and practices involved in
obtaining, developing, utilizing, evaluating, maintaining, and retaining the appropriate
number and skill mix of employees to accomplish the organization’s objectives. The goal
of HRM is to maximize employee’s contributions in order to achieve optimal productivity
and effectiveness, while simultaneously attaining individual objectives and societal
objectives Dessler et al., (1999: 2) [Ref-4]
. To the authors, the function of HRM include
assisting the organization in attracting the quality and quantity of candidates required with
respect to the organization’s strategy and operational goals, staffing needs, and desired
culture. Helping to maintain performance standards and increase productivity through
orientation, training, development, job design, effective communication, and performance
appraisal. Helping to create a climate in which employees are encouraged to develop and
utilize their skills to the fullest. Helping to establish and maintain cordial working
relationship with employees. Helping to create and maintain safe and healthy work
environment. Development of programs to meet economic, psychological, and social
needs of the employees. Helping the organization to retain productive employees and
ensuring that the organization complies with provincial/territorial and federal laws
affecting the work place such as human rights, employment equity, occupational health
and safety (Ibid).
2.3 HRM processes
This sub section illustrates the processes involved in executing the HRM functions. Each
of the functions: planning, recruitment, selection, orientation and training, performance
appraisal etc. goes through a process. Unless otherwise stated, the rest of this section will
be drawn from (Dessler et al., 1999)’s [Ref-4]
literature based on pages 165 to 533.

10
2.3.1 Planning process
Human Resource Planning (HRP) process reviews human resources requirements to
ensure that the organization has the required number of employees, with the necessary
skills, to meet its goals, also known as employment planning. HRP is a proactive process,
which both anticipates and influences an organization’s future by systematically
forecasting the demand for and supply of employees under changing conditions, and
developing plans and activities to satisfy these needs. Key steps include forecasting
demand for labor considering organizational strategic and tactical plans, economic
conditions, market and competitive trends, social concerns, demographic trends, and
technological changes.
2.3.2 Recruitment process
Recruitment is the process of searching for and attracting an adequate number of qualified
job candidate, from whom the organization may select the most appropriate to field its
staff needs. The process begins when the need to fill a position is identified and it ends
with the receipt of résumés and completed application forms. The result is a pool of
qualified job seekers from which the individual best matching the job requirements can be
selected. The steps in recruitment process include identification of job openings,
determination of job requirements, choosing appropriate recruiting sources and methods,
and finally, generating a pool of qualified recruits. Job openings are identified through
human resource planning or manager request. Next is to determine the job requirements.
This involves reviewing the job description and the job specification and updating them,
if necessary. Appropriate recruiting sources and methods are chosen because there is no
one, best recruiting technique. Consequently, the most appropriate for any given position
depend on a number of factors, which include organizational policies and plans, and job
requirements.
2.3.3 Selection process
Selection is the process of choosing individuals with the relevant qualifications to fill
existing or projected openings. Data and information about applicants regarding current
employees, whether for a transfer or promotion, or outside candidates for the first time
position with the firm are collected and evaluated. The steps in the selection process, in
ascending order include preliminary reception of applicants, initial applicant screening,

11
selection testing, selection interview, background investigation and reference checking,
supervisory interview, realistic job previews, making the hiring decision, candidate
notification, and evaluating the selection process. However, each step in the selection
process, from preliminary applicant reception and initial screening to the hiring decision,
is performed under legal, organizational, and environmental constraints that protect the
interests of both applicant and organization.
2.3.4 Orientation, training and development process
Employee orientation is the procedure of providing new employees with basic
background information about the firm and the job. Is more or less, considered as one
component of the employer’s new-employee socialization process. Socialization process
is an ongoing process of initialing in all employees the prevailing attitudes, standards,
values, and patterns of behavior that are expected by the organization. Training however
is the process of teaching new or present employees the basic skills/competencies needed
to perform their jobs. Whereas training focuses on skills and competencies needed to
perform employees’ current jobs, employee and management development is the training
of long-term nature. The aim is to prepare current employees for future jobs with the
organization or solving an organizational problem concerning, for example, poor
interdepartmental communication. Training and development processes include needs
analysis, instructional design, validation, implementation, and evaluation and follow-up.
2.3.5 Career planning and development process
It is the deliberate process through which persons become aware of personal career
related attributes and the lifelong series of activities that contribute to their career
fulfillment. Individuals, managers, and the organization have role to play in career
development. Individuals accept responsibility of own career, assess interests, skills, and
values, seek out career information and resources, establish goals and career plans, and
utilize development opportunities.
The career stage identification entails career cycle (the stages through which a person’s
career evolves). These stages include the following: growth, exploration, establishment,
maintenance, and decline stages. Occupational orientation identification is the theory by
John Holland. This theory enumerates six basic personal orientations that determine the
sorts of careers to which people are drawn. They include realistic orientation,

12
investigative orientation, social orientation, conventional orientation, enterprise
orientation, and artistic orientation.
2.3.6 Performance appraisal process
Performance appraisal may be defined as any procedure that involves setting work
standards, assessing employee’s actual performance relative to these standards, and
providing feedback to the employee with the aim of motivating the worker to eliminate
performance deficiencies or to continue to perform above par.
Processes in performance appraisal contain three steps: defining performance
expectations, appraising performance, and providing feedback. First, defining
performance expectation means making sure that job duties and standards are clear to all.
Second, appraising performance means comparing employees’ actual performance to the
standards that has been set, which normally involves some type of rating form. Third,
performance appraisal usually requires one or more feedback sessions to discuss
employees’ performance and progress and making plans for any required development.
Some of the appraisal methods include graphic rating scale, alternation ranking, paired
comparison, forced distribution, and critical incident methods.
2.3.7 Employee Compensation and benefits process
Employee compensation involves all forms of pay or rewards accrued to employees and
arising from their employment. This however consists of two main components: direct
financial payments, and indirect payments. While direct financial payments are in the
form of wages, salaries, incentives, commissions, and bonuses, indirect payments are in
the form of financial benefits like employer-paid insurance and vacations. Moreover,
legal considerations in compensation, union influences, compensation policies, and equity
and its impact on pay rates are the four basic considerations influencing the formulation
of any pay plan.
Benefits are indirect financial payments given to employees. These may include
supplementary health and life insurance, vacation, pension, education plans, and
discounts on say company products. Furthermore, income and medical benefits to victims
of work-related accidents or illness and/or their dependents, regardless of fault are all part
of employees’ compensation.

13
The processes in establishing pay rates involve the following five steps: First, conducting
wages/salary survey to determine the prevailing wage rates for comparable jobs, which is
central in job pricing. Second, determine the relative worth of each job (job evaluation)
by comparing the job content in relation to one another in terms of their efforts,
responsibility, and skills. This eventually results in wage or salary hierarchy. Third, group
similar jobs into pay grades, a pay grade comprises of jobs of approximately equal value
or importance as determined by job evaluation. Forth, price each pay grade using wage
curves. A wage curve is graphical description of the relationship between the value of job
and the average wage paid for the job. However, if jobs are not grouped into pay grades,
individual pay rates have to be assigned to each job. Fifth, fine tune pay rates. This
involves correcting out-of-line rates and usually developing rate ranges.
2.4 HRMIS in Organization
The Human Resource Management Information Systems is introduced by presenting the
various definitions, development, costs and benefits, as well as their functions and
relationship with HRM. Furthermore, different software providers and their solutions are
presented. The chapter then ends with a summary.
HRMIS shape integration between Human Resource Management (HRM) and
Information Technology. Even though these systems may rely on centralized hardware
resources operationally, a small group of IS specialists residing within the personnel
department increasingly manage, support, and maintain them. HRIS support planning,
administration, decision-making, and control. The system supports applications such as
employee selection and placement, payroll, pension and benefits management, intake and
training projections, career-pathing, equity monitoring, and productivity evaluation.
These information systems increase administrative efficiency and produce reports capable
of improving decision-making (Gerardine DeSanctis, 1986: 15).
2.4.1 Development of HRMIS
Recent developments in technology have made it possible to create a real-time
information-based, self-service, and interactive work environment. Personnel Information
Systems have evolved from the automated employee recordkeeping from the 1960s into
more complex reporting and decision systems of late (Gerardine DeSanctis, 1986: 15).

14
Today, managers and employees are assuming activities once considered the domain of
human resource professionals and administrative personnel. This represents a significant
break with the past, but an improvement in overall organizational effectiveness.
Consequently, given the authority and relevant accessible information for decision
making, both managers and employees respond more quickly to changes (Lengnick-Hall
and Lengnick-Hall, 2002)[Ref-9]
.
2.4.2 Definition of HRMIS
Tannenbaum (1990) defines HRMIS as a technology-based system used to acquire, store,
manipulate, analyze, retrieve, and distribute pertinent information regarding an
organization’s human resources. Kovach et al., (1999) defined HRIS as a systematic
procedure for collecting, storing, maintaining, retrieving, and validating data needed by
organization about its human resources, personnel activities, and organization unit
characteristics. Furthermore, HRIS shape integration between Human Resource
Management (HRM) and Information Technology. It merges HRM as a discipline and in
particular basic HR activities and processes with the information technology field
(Gerardine DeSanctis, 1986: 15). As is the case with any complex organizational
information system, an HRIS is not limited to the computer hardware and software
applications that comprise the technical part of the system it also includes the people,
policies, procedures, and data required to manage the HR function (Hendrickson, 2003).
2.4.3 Components of a HRMIS
Kovach et al., (1999) presented the three major functional components in any HRIS by
giving the model below:
Input Data Maintenance Output
The Input function enters personnel information into the HRMIS. Data entry in the past
had been one way, but today, scanning technology permits scanning and storage of actual
image off an original document, including signatures and handwritten notes. The
maintenance function updates and adds new data to the database after data have been
entered into the information system. Moreover, the most visible function of an HRMIS is
the output generated. According to Kovach et al., (1999), to generate valuable output for
computer users, the HRMIS have to process that output, make the necessary calculations,
and then format the presentation in a way that could be understood. However, the note of
caution is that, while it is easy to think of HR information systems in terms of the

15
hardware and software packages used to implement them and to measure them by the
number of workstations, applications or users who log onto the system, the most
important elements of HRMIS are not the computers, rather, the information. The bottom
line of any comprehensive HRMIS have to be the information validity, reliability and
utility first and the automation of the process second.
2.4.4 Users of HRMIS applications
HRMIS meet the needs of a number of organizational stakeholders. Typically, the people
in the firm who interact with the HRMIS are segmented into three groups: (1) HR
professionals, (2) managers in functional areas (production, marketing, engineering etc.)
and (3) employees (Anderson, 1997)[Ref-14]
. HR professionals rely on the HRMIS in
fulfilling job functions (regulatory reporting and compliance, compensation analysis,
payroll, pension, and profit sharing administration, skill inventory, benefits administration
etc.). Thus, for the HR professional there is an increasing reliance on the HRMIS to fulfill
even the most elementary job tasks. As human capital plays a larger role in competitive
advantage, functional managers expect the HRIS to provide functionality to meet the
unit’s goals and objectives. Moreover, managers rely on the HRMIS’s capabilities to
provide superior data collection and analysis, especially for performance appraisal and
performance management.
Additionally, it also includes skill testing, assessment and development, résumé
processing, recruitment and retention, team and project management, and management
development (Fein, 2001)[Ref-5]
. Finally, the individual employees become end users of
many HRMIS applications. The increased complexity of employee benefit options and
the corresponding need to monitor and modify category selections more frequently has
increased the awareness of HRIS functionality among employees. Web-based access and
self-service options have simplified the modification process and enhanced the usability
of many benefit options and administration alternative for most employees.
2.4.5 HRMIS functions
Functional HRMIS must create an information system that enables an assimilation of
policies and procedures used to manage the firm’s human capital as well as the procedure
necessary to operate the computer hardware and software applications (Hendrickson,
2003). While information technology affects Human Resource (HR) practices (Lengick-

16
Hall et al., 2003) HRMIS and HRMIS administration comprise a distinct supporting
function within HR. Some of the HRMIS functions include the following:
2.4.5.1 Integrating the Technologies of HR
Is a fact, that developments in Information Technology have dramatically affected
traditional HR functions with nearly every HR function (example, compensation, staffing,
and training) experiencing some sort of reengineering of its processes. However, this
process of change has created significant challenges for HR professionals resulting in the
transformation of traditional processes into on-line processes.
2.4.5.2 Increased Efficiency
Rapid computing technology has allowed more transactions to occur with fewer fixed
resources. Typical examples are payroll, flexible benefits administration, and health
benefits processing. Though technologies of early mainframes provided significant
efficiencies in these areas, the difference is that the record processing efficiencies that
were once only available to large firms are now readily available to any organization size
(Ulrich, 2001).
2.4.5.3 Increased Effectiveness
Most often, as with processes, computer technology is designed to improve effectiveness
either by in terms of the accuracy of information or by using the technology to simplify
the process. This is especially the case where large data sets require reconciliation.
However, onerous manual reconciliation processes may be executed faster, but also with
near perfect accuracy using automated systems. For instance, pension and profit sharing
applications, benefits administration, and employee activities are just to mention but a
few. Using computer technology in these processes ensures accurate results and offer
substantial simplification and timeliness over manual processing. Consequently, the vast
majority of HR functions have had some degree of automation applied in order to gain
both efficiency and effectiveness.
2.4.5.4 IT-Enabled Processes
While many of the application areas’ gains are through increased effectiveness and
efficiency over manual processing, some are only possible using contemporary
technologies. Most notably, computer-based (web-based) training is a growing area of

17
HR practice that was not available until computer software was created. Even computer
based training was not as practical as it is today because it was geographically dispersed
until the training was upgraded from computer-based to web-accessible training.
However, by taking traditional computer-based training programs and making them
accessible on the Internet, firms have created a powerful tool to upgrade and assess
employee skill sets. Moreover, many other traditional HR functions have evolved
Information Technology (IT) -dependent components with the advent of the Internet.
Online recruitment centers, along with the ability to conduct virtual interviews,
background checks, and personnel tests on-line have dramatically changed those
processes, increasing the geographic reach of firms for potential employees.
2.5 Cost and benefits of HRIS
A HRMIS system represents a large investment decision for companies of all sizes.
Therefore, a convincing case to persuade decision makers about the HRMIS benefits is
necessary. The common benefits of HRMIS frequently cited in studies included,
improved accuracy, the provision of timely and quick access to information, and the
saving of costs (Lederer, 1984; Wille and Hammond, 1981). Lederer (1984) discussed
why the accuracy and timeliness of HRMIS is very important in terms of operating,
controlling, and planning activities in HR. In addition, Kovach et al., (2002) listed several
administrative and strategic advantages to using HRMIS. Similarly, Beckers and Bsat
(2002) pointed out at least five reasons why companies should use HRMIS. These are:
 Increase competitiveness by improving HR practices
 Produce a greater number and variety of HR operations
 Shift the focus of HR from the processing of transactions to strategic HRM
 Make employees part of HRMIS, and
 Reengineer the entire HR function
In their 2002, HRMIS survey, Watson Wyatt found that the top four metrics used in
formal business cases supporting HRMIS were improved productivity within HR
organization, cost reductions, return on investment, and enhanced employee
communications. However, companies realize many of these cost reductions and
efficiency gains early in the implementation of an HRMIS system, so they provide
compelling evidence needing to get a project up and running. In fact, the payback period,

18
or the time it takes to recoup the investment, may be as short as one to three years (Lego,
2001). HRMIS contribute to cost reductions, quality/customer satisfaction, and innovation
(Broderick and Boudreau, 1992). According to Sadri and Chatterjee (2003) computerized
HRMIS function enable, faster decision making, development, planning, and
administration of HR because data is much easier to store, update, classify, and analyze.
Moreover, while it may be possible to identify many of the relevant costs (e.g., software
and hardware), it is more difficult to quantify the intangible benefits to be derived from an
HRMIS system. Beyond cost reductions and productivity improvements, HRMIS
potentially and fundamentally affect revenue channels. However, establishing direct and
objective benefits measures is more difficult to achieve.
On the other hand, there are costs associated with HRMIS implementation. Moreover, to
capitalize on all HR possibilities, workers need to have personal computers and global
Internet connections. Some companies facilitate this by providing employees computer
discount programs to encourage home usage. In addition, there is inevitably transition
costs associated with moving from traditional HR to an HRMIS, including slowdowns,
mistakes, and other consequences associated with changing legacy systems to integrated
suites (Brown, 2002). Hardware costs for servers and software costs for application
programs entail sizeable initial outlays and continuing costs over time as better
technology becomes available. While many companies are adopting HRMIS systems and
extolling their benefits, others are reluctant in embarking on such an expensive and time
consuming change. Nevertheless, some firms are adopting less complex forms before
attempting to transform their HR departments. However, for those who have already
adopted HRMIS, many are yet to realize its full benefits. A survey by Towers Perrin
found that whiles 80 percent of respondents affirmed employee self-service ability to
lower FIR costs, only 5 percent fully achieved this objective; another 35 percent had only
partially achieved that objective, and only 3 percent was accelerating HR's transformation
to a strategic partner (Ibid).
2.6 Conclusion
Here definition of HRM, HRM process, HRMIS in organization and HRIS functions
described elaborately and try to clarify its work. It is also cleared the relation with IT.
Hope it will help us to understood the total HRMIS process and also help us to complete
the total solution for HR.

19
Chapter 3
System Analysis & Design
3.1 Introduction
Business organizations exist in a competitive environment with scarce resources.
Controlling this resource (physical, organizational, information and human) that gives the
company competitive advantage. The goal of strategic management in an organization is
to deploy and allocate resources in order to provide the management with a competitive
advantage. It goes without saying that two out of three classes of resources
(organizational and human) correlated with the human resource functions. Towards
maximum effect, the HRM functions must be integrally involved in the company’s
strategic management process.
Strategic management process first analyzes a company’s competitive situation, develops
its strategic goals and mission, its external opportunities and threats, and its internal
strength and weaknesses to generate alternatives. In his second phase, strategic
management process determines a plan of actions and deployment of resources to achieve
the pre-specified goals. This kind of strategic approach should be emphasized in human
resources management. Strategic Human Resources Management (SHRM) is the pattern
of planned human resources deployments and activities intended to enable an
organization to achieve its goals. Then we are addressing the question of the instruments
that will make the odds of the competition in our favor.
3.2 Basic Concepts
Four levels of integration exist between the HR functions and the strategic management
function:
 Administrative linkage: HR function’s attention is focused on day-to-day activities
 One-way linkage: The firm develops the strategic plan and then informs the HR.
 Two-way linkage: Strategic planning team informs HR of the various strategies,
HR analyze them and present the results to the team. After deciding, the strategic
plan is passed to HR to implement.

20
 Integrative linkage: It is a dynamic process, based on continuing rather than
sequential interaction, done by the HR executive who is a member of the senior
management team.
Strategy formulation consists of five major components;
 Mission is a statement of the organization’s reason for being, customers served
and their needs, and the technology used. Also presents the company’s vision and
values.
 Goals are what the firm hopes to achieve in the medium-to-long term future.
 External analysis examines the firm’s operating environment to identify the
strategic opportunities and threats.
 Internal analysis identifies the firm’s strengths and weaknesses, focuses on the
quantity and quality of resources available.
 Strategic choice is done after the Strengths Weaknesses Opportunities Threats
(SWOT) analysis to define strategic alternatives, and then the choice is made
among these alternatives.
Mechanisms for integration the HR function into strategy formulation may help the
strategic planning team to make the most effective strategic choice, since HR will
implement it.
3.3 HR and Information Systems
3.3.1 Impact of information systems on HR strategic management
1. Automating the paper work to save time and effort and to avoid the use of
additional staff.
2. Storing data about applicants facilitates searching and selecting tasks.
3. Administrating of risk management by monitoring licenses, safety training,
physical exams and report deviation.
4. Managing the training activities to specify the organization training needs.
5. Upgrading expertise and skills to provide training development.
6. Planning and simulating the financial impact and recommending strategy changes.
7. Analyzing turnover causes.

21
8. Elaborating iterative planning processes by identifying a logical path and
monitoring its steps.
9. Administrating flexible-benefits that save money.
10. Supporting the HR planning using IS capabilities in making projection.
11. Providing all regular calculations and statistical reports that assist managers.
12. Supporting the strategic, tactical, and operational use of the HR of an
organization.
This support makes the goals of the HR management a dream come true in a simple
effective and efficient manner.
3.3.2 Benefits of HRMIS
Larger companies are integrating their separate HR systems (HRMIS). An HRMIS may
be defined as interrelated components working together to collect, process, store, and
disseminate information to support decision making, coordination, control, analysis, and
visualization of an organization’s human resources management activities. There are
many reasons for installing such a system:
1. Competitiveness, HRMIS can significantly improve the efficiency of the HR
operation and therefore a company’s bottom line, even for mid-size firms.
2. Improve transaction processing. HRMIS packages provide computerized
processing of a wider range of the firm’s HR transactions than would be possible
if individual systems for each HR task had to be used.
3. On-line processing making the company’s employee literally part of the HRMIS.
4. Improved reporting capability. The HRMIS can bump the firm up to a new
plateau in terms of the number and variety of HR-related reports it can produce.
5. HR system integration. Because its software components are integrated, a true
HRMIS enables an employer to reengineer its entire HR function by having the IS
take over and integrate many of the tasks formally carried out by HR employees.
3.4 Scope Define
This introductory section provides information on the organization issuing the HRMIS,
the purpose of the HRMIS and the project background.

22
This HRMIS is developing based on CARE-Bangladesh NGO. CARE-B is organized into
twelve departments and 13 various programs; and has a current authorized head count of
about 850 full time employees; 750 permanent and 100 contractual. Employee history is
also currently maintained for approximately 6300 separated employees, representing 9
years of historic data.
For this purpose CARE-B are going implement a new integrated, server-based, relational
system, intends to streamline human resources processes, improve data accuracy, reduce
redundant data entry, and enable decentralized and secure self-service access to data
based upon multi-tiered permissions. The system must run on Microsoft Systems
platforms and the system database must be a relational database built on SQL Server
2000, or Current Version Standard Edition, Microsoft Windows Server 2003.
Overall HRMIS systems are so large you know and it is so difficult to mention all topics
here. For this reason we have to try discussing the following main functionality:
A comprehensive and integrated HRMIS will manage all aspects of CARE-B human
resources functions without the need for duplicate data entry. Minimum functionality of
the HRMIS must include the following integrated modules:
1. Employee Information
2. Relative Information
3. Staff Transaction
4. Disciplinary Action
Additional desired functionality of the HRMIS & Payroll also includes the following
modules to be integrated with the modules providing minimum functionality (listed in
order of importance):
5. Performance Evaluation
6. Training
7. In-Charge
8. Search Engine
9. Reports

23
3.5 System Components
Human Resource Management Systems (HRMS), Human Resource Management
Information Systems (HRMIS), HR Technology or also called HR modules, shape an
intersection in between Human Resource Management (HRM) and Information
Technology. It merges HRM as a discipline and in particular its basic HR activities and
processes with the information technology field, whereas the planning and programming
of data processing systems evolved into standardized routines and packages of Enterprise
Resource Planning (ERP) software. On the whole, these ERP systems have their origin on
software that integrates information from different applications into one universal
database. The linkage of its financial and human resource modules through one database
is the most important distinction to the individually and proprietary developed
predecessors, which makes this software application both rigid and flexible.
3.5.1 The HR function's reality
All in all, the HR function is still to a large degree administrative and common to all
organizations. To varying degrees, most organizations have formalized selection,
evaluation, and payroll processes. Efficient and effective management of the "Human
Capital" Pool (HCP) has become an increasingly imperative and complex activity to all
HR professionals. The HR function consists of tracking innumerable data points on each
employee, from personal histories, data, skills, capabilities, experiences to payroll
records. To reduce the manual workload of these administrative activities, organizations
began to electronically automate many of these processes by introducing innovative
HRMS/HCM technology. Due to complexity in programming, capabilities and limited
technical resources, HR executives rely on internal or external IT professionals to develop
and maintain their Human Resource Management Systems (HRMS). Before the "client-
server" architecture evolved in the late 1980s, every single HR automation process came
largely in form of mainframe computers that could handle large amounts of data
transactions. In consequence of the high capital investment necessary to purchase or
program proprietary software, these internally developed HRMS were limited to medium
to large organizations being able to afford internal IT capabilities. The advent of client-
server HRMS authorized HR executives for the first time to take responsibility and
ownership of their systems. These client-server HRMS are characteristically developed
around four principal areas of HR functionalities:
1) Payroll

24
2) Time Management
3) Benefits Administration and
4) HR Management.
The payroll module automates the pay process by gathering data on employee time and
attendance, calculating various deductions and taxes, and generating periodic pay cheques
and employee tax reports. Data is generally fed from the human resources and time
keeping modules to calculate automatic deposit and manual cheque writing capabilities.
Sophisticated HCM systems can set up accounts payable transactions from employee
deduction or produce garnishment cheque. The payroll module sends accounting
information to the general ledger for posting subsequent to a pay cycle.
The time and labor management module applies new technology and methods (time
collection devices) to cost effectively gather and evaluate employee time/work
information. The most advanced modules provide broad flexibility in data collection
methods, as well as labor distribution capabilities and data analysis features. This module
is a key ingredient to establish organizational cost accounting capabilities.
The benefit administration module permits HR professionals to easily administer and
track employee participation in benefits programs ranging from healthcare provider,
insurance policy, provident fund and gratuity option plans.
The HR management module is a component covering all other HR aspects from
application to retirement. The system records basic demographic and address data,
selection, training and development, capabilities and skills management, compensation
planning records and other related activities. Leading edge systems provide the ability to
"read" applications and enter relevant data to applicable database fields, notify employers
and provide position management and position control.
3.6 Information Requirement
HRMIS reports data on all employees to whom the state pays or reimburses salaries or
benefits, regardless of funding sources or reporting system; maintains data on former and
current employees; and stores historical personnel data for inquiry and analysis. HRMIS

25
& Payroll also helps organizations comply with salary administration provisions, fulfill
federal and state reporting requirements, and analyze the use of their human resources.
3.6.1 Personnel Subsystem
The personnel subsystem processes and maintains the personnel data for organizations.
This subsystem processes personnel transactions and maintains employee descriptive and
job information.
3.6.2 Payroll Subsystem
The payroll subsystem is used to process and maintain actual payroll data. Locally and
funded donor agencies are required to report the actual payments, entitlements, and
deductions of their employees regardless of fund source. Classified and legislative agency
data is captured through the Uniform Statewide Payroll/Personnel System (USPS).
Agencies have been deferred from reporting to USPS.
3.6.3 Standard Reporting Subsystem
The standardized reporting subsystem generates these types of reports:
 Personnel Changes Summary
o Appointment
o Confirmation
o Promotion
o Transfer
o Temporary Duty Assignment
o Advice/Warning Letter
o Separation
 Gender and Grade-wise staff distribution
 Field Office-wise support/program staff ratio
 Office-wise employee strength
 Program-wise senior staff positions
 Yearly performance rating
 Training information
 Audit Reports
 Donor Compliance Report

26
HRMIS sends these reports to state oversight agencies, which are required to monitor
personnel procedures and policies. HRIS generates these reports for state monitoring
entities to (a)satisfy federal and state reporting requirements, (b) review the state's
personnel and salary administration practices, (c) study employment trends and (d)
analyze potential legislative impact.
The USPS/HRMIS Statewide Reporting Section currently sends agencies preliminary
reports that reflect details of the personnel data stored in HRMIS and USPS. Agencies use
these reports to reconcile their personnel data with the data stored in HRMIS or USPS.
After agencies have had an opportunity to reconcile their data, HRMIS generates and
sends final reports to monitoring agencies.
Standardized HRMIS reporting eliminates the need for agencies to generate their own
reports to fulfill state and federal reporting requirements. It allows monitoring agencies to
receive a customized and uniform report. Standardized reporting also provides a single,
consistent source of information about the state's work force.
3.7 Data Elements
Conceptual Design Of HR Statistical Data Model
The nature of data elements needed to perform the above calculations is detailed and
aggregate data. Those data will be gathered and stored in the application data models of
different departments in the organization. We considered the following issues for our data
elements;
 Document Current Application Flows and Functionality
 Document Current Technical Architecture
 Conduct Needs Analysis/Business Requirements Definition
 Gap Analysis: Gaps between what we currently do versus what we want to do
 Revisit feasibility based on what is known about existing and desired system and
potential solutions

27
3.8 Data Flow Diagram
3.8.1 Salary Information
Figure-2 (Salary Information)
3.8.2 Relative Information
Figure-3 (Relative Information)

28
3.8.3 Staff Transition (Promotion)
Figure-4 (Promotion)
3.8.4 Staff Transition (Redesignation)
Figure-5 (Re-designation)

29
3.8.5 Staff Transition (Area Transfer)
Figure-6 (Area Transfer)
3.8.6 Disciplinary Action
Figure-7 (Disciplinary Action)

30
3.8.7 Performance Evaluation
Figure-8 (Performance Evaluation)
3.8.8 Training Information
Figure-9 (Training Information)

31
3.8.9 In-Charge Information
Figure-10 (In-Charge Information)

32
3.9 Entity relationship diagram (ERD)
Figure-11 (ERD)
3.10 Methodology
Prototyping:
 Prototyping-based methodologies perform the analysis, design and
implementation phases concurrently.
 All three phases are performed repeatedly in a cycle until the system is completed.
 A prototype is a smaller version of the system with a minimal amount of features.

33
Prototyping-based Methodology
Figure-12 (Methodology)
 Advantage: Provides a system for the users to interact with, even if it is not
initially ready for use.
 Disadvantage: Often the prototype undergoes such significant changes that many
initial design decisions prove to be poor ones.
CARE-Bangladesh is a developing organization. Here every project/program/
department’s has great limitations about time. Organization gives us a minimum time for
developing and implementation software. For this purpose we choose the prototyping-
based methodology for our given project.
3.11 Database Design
Annexure A
3.12 CONCLUSION
HR managers become able to reengineer the way HR department executes its job,
accomplishes those transactional HR jobs cost-competitively, and increasingly turn its
attention to truly being a strategic partner with the firm’s top executives. A HR function
can and should be strategically integrated with a company’s business plan to help the
company to achieve its business objectives. Firms are increasingly moving beyond
manual HR systems today, by computerizing individual HR tasks, installing HR
Information Systems, and using the Internet and Intranet technology. In this context,
information technology can support HR managers not only in achieving the traditional
HR functions but also in applying the concepts of strategic planning.

34
Chapter 4
Proposed System
4.1 Introduction
It is very clear that, it is very difficult to finalize a system for the management. It is very
time consuming and also involved in money mater. After that, based on the existing
system analysis and sitting with concern department/persons, finally a system is designed
for management and proposed them for management approval.
4.2 Proposed System
Based on the analysis of the existing system, I proposed the following system for
management.
1. Staff information preserves and retrieves.
2. Regular and temporary staff tracking separately.
3. Promotion, Transfer, Re-designation Tracking.
4. Tracking In-Charge information.
5. Tracking relative information.
6. Monitor various kinds of lengths.
7. Training information tracking.
8. Search engine for various kind of search.
9. MIS monthly Report.
4.3 Conclusion
For implementation any new system (specially automated system), user resistance is a
common issue for an organization. So, here management has a vital role to implement the
new system with the organization users.

35
Chapter 5
Testing and Implementation
5.1 Introduction
Testing and implementation is the final part of a new system. After management
approval, next part is testing. After successful final testing, management goes to
implementation.
5.2 Testing Strategies
Verification: Are we building the product right?
Validation: Are we building the right product?
5.2.1 Test strategies for conventional software:
 Unit testing - Unit testing focuses verification effort on the smallest unit of
software design-the software component/design.
 Integration testing – Integration testing is a systematic technique for constructing
the software architecture while at the same time conducting tests to uncover errors
associated with interfacing.
o Top-Down integration.
o Bottom-Up integration.
 Regression testing – Regression testing is the re-execution of some subset of tests
that have already been conducted to ensure that changes have not propagated
unintended side effects.
 Smoke testing – Smoke testing is an integration testing approach that is commonly
used when software products are being developed.
5.2.2 System testing:
 Recovery testing.
 Security testing.
 Stress testing.
 Performance testing.

36
5.3 The art of debugging:
Debugging occurs as a consequence of successful testing. That is, when a test case
uncovers an error, debugging can and should be an orderly process, it is the removal of
the error.
5.4 Testing Tactics
5.4.1 Software testing fundamentals:
 Testability – Software testability is simply how easily can be tested.
Characteristics are;
o Operability – The better it works, the more efficiently it can be tested.
o Observability – What you see is what you test.
o Controllability – The better we can control the software, the more the
testing can be automated and optimized.
o Decomposability – The software system is built from independent modules
that can be tested independently.
o Simplicity – The less there is to test, the more quickly we can test it.
o Stability – The fewer the changes the fewer the disruptions to testing.
o Understandability – The more information we have the smarter we will
test.
5.4.2 Attributes of a good test:
 A good test has a high probability of finding an error.
 A good test is not redundant.
 A good test should be neither too simple nor too complex.
5.4.3 Black Box Testing:
This testing alludes to tests that are conducted at the software interface. It is also called
behavioral testing, focuses on the functional requirements of the software.
Graph-based testing methods:
 The first step in black-box testing is to understand the objects that are modeled in
software and the relationships that connect these objects. Once this has been

37
accomplished, the next step is to define a series of tests that verify “all objects
have the expected relationship to one another”.
5.4.4 White Box Testing:
This testing sometimes called glass-box testing is a test case design philosophy that uses
the control structure described as part of component-level design to derive test cases.
Basis path testing:
 Flow Graph Notation – A simple notation for the representation of control flow,
called a flow graph. The flow graph depicts logical control flow using the
notation.
5.4.5 Control Structure Testing:
 Condition testing – It is a test case design method that exercises the logical
conditions contained in a program module.
 Data flow testing – This method selects test paths of a program according to the
locations of definitions and uses of variables in the program.
 Loop testing – This testing is a white-box testing technique that focuses
exclusively on the validity of loop constructs.
5.4.6 Object oriented (OO) testing methods:
 The test case design implications of OO concepts – As a class evolves through the
analysis and design methods, it becomes a target for test case design. Because
attributes and operations are encapsulated, testing operations outside of the class is
generally unproductive.
 Applicability of conventional test case design methods – The white-box testing
methods described in earlier sections can be applied to the operations defined for a
class. Basis path, loop testing or data flow techniques can help to ensure that every
statement in an operation has been tested. Black-box testing methods are as
appropriate for OO systems as they are for systems developed using conventional
software engineering methods.
 Fault based testing – The objective of fault based testing within an OO system is
to design tests that have a high likelihood of uncovering plausible faults. Because

38
the product or system must confirm to customer requirements, the preliminary
planning required to perform fault based testing begins with the analysis model.
 Test cases and class hierarchy – Inheritance does not obviate the need for
thorough testing of all derived classes. In fact it can actually complicate the testing
process.
 Scenario based testing – Fault based testing misses’ two main types of errors; (i)
incorrect specifications and (ii) interactions among subsystems. When errors
associated with incorrect specifications occur, the product doesn’t do what the
customer wants. It might do the wrong thing, or it might omit important
functionality.
5.4.7 Testing patterns:
 They provide a vocabulary for problem solvers.
 They focus attention on the forces behind a problem. That allows designers to
better understand when and why a solution applies.
 They encourage iterative thinking. Each solution creates a new context in which
new problems can be solved.
5.5 Some Testing Samples:
Promotion
Input: First, display staff information on the screen. Following screen appears.
Figure-13 (Promotion Sample Test-1)

39
Now, choose Promotion from MIS Action drop down list. Following screen appears.
Now input promotion information, Save and finally exit from this screen. Previous screen
appears again. Here change necessary information also. Finally Update the information.
Output: Click Monthly Report>Personnel Changes Summary. Follow screen appears.
Now place Month/Year and click OK. Monthly report appears.

40
Tracking LogIn
Input: Information preserved when user logged in to the software.
Output: Click Log Details>Log Report. Following screen appears.
Figure-17 (Login Tracking Sample Test-1)
Select dates and then click Generate Report. Information displayed in LogIn List area. If
need to report view, then click View Report. Report screen appears.
Figure-18 (Login Tracking Sample Test-2)

41
5.6 Implementation:
HRMIS meet the needs of a number of organizational stakeholders. Typically, the people
in the firm who interact with the HRMIS are segmented into three groups: (1) HR
professionals, (2) managers in functional areas (production, marketing, engineering etc.)
and (3) employees (Anderson, 1997) [Ref-14]
. HR professionals rely on the HRMIS in
fulfilling job functions (regulatory reporting and compliance, compensation analysis,
payroll, pension, and profit sharing administration, skill inventory, benefits administration
etc.). Thus, for the HR professional there is an increasing reliance on the HRMIS to fulfill
even the most elementary job tasks. As human capital plays a larger role in competitive
advantage, functional managers expect the HRIS to provide functionality to meet the
unit’s goals and objectives. Moreover, managers rely on the HRMIS’s capabilities to
provide superior data collection and analysis, especially for performance appraisal and
performance management.
After successfully testing, it’s got approval from the management. Now it is running
smoothly. IT provides a great support to implement this software. It uses the IT Server for
its database and client software running from various corners. Preliminary connection
ensured the following clients.
 All HR people.
 Head of the various departments.
 Finance payroll team.
Finally its going well and hope it will meet up the requirements as per management need.
Here I am mentioning some comparison between Old & New system.
Name of Work Time in Old System Time in New System Result
Request for
Information
Minimum 1 day Minimum 15 minutes Excellent
Papers missing No way to tract Trace any time Excellent
Any kind of analysis Minimum 1 day Minimum 30 minutes Excellent
Monthly Reporting Minimum ½ day Minimum 60 minutes Excellent
Information provide Minimum 1 day Minimum 60 minutes Excellent
Meet up audit
requirement
Take long time Take short time Excellent
Table-1 (Comparison between Old & New System)

42
Some software snapshots
User Name & Password protected LogIn:
Figure-19 (Sample Software Snapshot-1)
Add/Edit/Delete User:

43
Log Tracking:
Change Password:

44
Staff Information Entry/Edit:
1st
Part:
2nd
Part:

45
3rd
Part:
4th
Part:

46
5th
Part:
Staff Information preview from BackUp:

47
Casual Staff Information Entry/Edit:
Various kind of Search:

48
Service Lengths Calculation:
Appraisal Information Entry/Edit:

49
Division/Department Transfer:
In-Charge:

50
Promotion:
Daily/Weekly Reports List:

51
Monthly Reports List:
5.7 Conclusion:
Based on the analysis of testing and implementation, it seems that, it will work very
nicely and it looks as effective software to manage HR & and it activities.

52
Chapter 6
Critical Appraisal
6.1 Introduction
Now it has come to self assessment about the software. It is very tough to make any
comments on software, when the developer act as designer, coder, tester and data entry
operator also. However, before make any comments about this software, I have to
describe of its SWOT analysis.
6.2 Critical Appraisal
Strengths: Here I use real data. So, generated report will more accurate and real which is
very important to test effectiveness of software. Historical report is also generated from
this data.
Weakness: Here I have used SQL Server 2000. But in the market, now going on SQL
Server 2008. So, if management goes to latest version, then I have to change some codes.
Now our organization use Windows Server and if they want to use different language
Server in future, then program code must be changed.
Opportunity: Total program designed nicely. Database structure is also strong. If
management want to develop a web-based program with use of this database, it will also
possible very nicely.
Threats: Commercially there are no threats for this software. If organization changes the
Server version or operating system, then it will go a great threat for them.
This study aimed at criticizing HRMIS and also finds out the future features. First we
over see the gaps in this HRMIS and they are;
 Database only use LAN environment.
 Every staff has no access in the database through this software.
 As a result root level feed back is absent.
 Software is not 100% dynamic.
 Database is not integrated with Finance and other database.

53
Based on the limitations we recommended that the following scope of work is here in
future.
 Software migrates to Web-based.
 So, every staff has access the database through software.
 Database integration.
6.3 Conclusion
Based on the self assessment of this software, we can move of our next course of action.
If there has any gap and find it out earlier, then we can resolve it before the software
implementation. And, if there has opportunity to develop the software more realistic way,
then we can also try to apply that one.

54
Chapter 7
Conclusion
The conclusion precipitated on the research and analysis of the preceding chapters is
presented. Section 7.1 is dedicated for the analysis of the contribution and examination of
the implications of the findings. Section 7.2 is however allocated for recommendations
and suggestion for further research.
7.1 Analysis of the Contribution
This study aimed at exploring HRMIS role in SHRM. The study attempted to examine
how HR professionals or managers in different organizations see the effects of HRMIS on
strategic HR tasks, and job roles. It also tried to find out if there is a significant difference
in HRMIS usage between SME and large sized companies in respect of strategic HR tasks
performance.
On one hand, various studies on HRM propose that HRMIS can contribute to the creation
of a long-term competitive advantage through integration of HRM functions with HR
technology (Gerardine DeSanctis, 1986: 15; Tannenbaum, 1990; Hendrickson, 2003).
However, these studies did not address the role if any HRMIS play in SHRM. On the
other hand, a number of strategic HRM tasks have been identified. These include
communications, human resource development, workplace learning, career management
and human capital accumulation (Sparrow and Hiltrop, 1994: 25 cited in Morley et al.,
2006; Beer et al., 1984; Keep 1989). Dixon (1992) and Kochan and Dyer (1995)[Ref-8]
consider greater worker autonomy, high commitment management, leadership, and
business processes reengineering as strategic HRM tasks. Another one includes managing
organization’s trade unions relations (Gunnigle, 1998: 17)[Ref-7]
.
Linking both fields of research, it was argued that HRMIS might play a vital role in
SHRM based on the following assumptions:
 HR professionals might also consider HRMIS usage in support of strategic HR
tasks given the unrelenting HRMIS support for the HR professionals’ job
(Buckley et al., 2004; Gardner et al., 2003; Ulrich, 1997; Brockbank; 1999).

55
 HRMIS would continue to be used in more support of strategic HR tasks in the
organization in the future considering the augmenting pressure on HR
professionals to support strategic objectives through more innovative HRMIS
applications (Storey et al., 2000; Ball, 2000) [Ref-11] [Ref-15]
.
The empirical results of the study revealed that HRMIS play a key role in strategic HR
tasks. This is an indication that HRMIS capabilities in shaping the integration between
HRM and IT (Hendrickson, 2003) are also applicable to SHRM. This means that HR
professionals would be able to cope with their new roles without panicking because their
new role, SHRM, is still supported by HRMIS.
However, in the case of specific strategic HR tasks, the degree of the support depended
on the type of organization. Larger firms/companies experienced a great deal of HRMIS
support in most of the strategic HR tasks namely communication, human resource
development and workplace learning, career management, business process
reengineering, and decision-making. On the contrary, HRMIS usage in support of
commitment management, and managing trade union relations with organizations did not
reveal any significant difference in proportion of users in SME and large companies. It
implies that users of HRMIS need to identify their strategic HR tasks and organization
type before embarking on any HRMIS implementation in order to enjoy the full benefit of
using HRMIS both to HR professionals and to the organization as a whole.
HR professionals considered that HRMIS are used in support of strategic HR tasks. This
might be explained by the fact that increased uses of HRMIS allow professionals to
achieve improved performance and thus facilitate participation in internal consultancy
(PMP (UK) Ltd 1996; and 1997). The results confirmed Gardner et al., (2003) revelation,
that extensive use of IT enables HR professional to have more information autonomy.
This disclosure implies that firms will more or less need to rely on HRMIS technology for
effective and efficient performance of their strategic human resource management tasks.
This calls for total commitment on the part of both management and HR professionals
towards a successful HRMIS implementation. In a dynamic global market where IT is the
order of the day, firms without this technology might not only find it difficult attracting
HR professionals who are yet to acquire HRMIS skills and seeking for one on the job but

56
also loose those HR professionals who have these skills and might want to develop and
improve upon them.
Notably, the study suggested that HRMIS are likely to be used even more for strategic
HR tasks in the future; this was a strongly held belief by both SME and large sized
companies. The response from the large companies were however, remarkably more
positive than those from the SMEs. Large companies have well-established facilities such
as intranets and extranets to access the required personnel information quickly and
efficiently (Ngai et al., 2004). SMEs generally lack the capital and technical resources to
implement HRMIS (Ibid). While it is incumbent upon all organizational types to stay
abreast with HRMIS dynamics by keeping system updates SMEs are the most vulnerable
due to the incidence of cost. A more feasible way to start may be to use prepackaged
HRMIS software. Implementing HRMIS is very costly but a successful implementation
contributes to cost reductions, quality/customer satisfaction, and innovation, which
eventually lead to competitive advantage (Broderick and Boudreau, 1992). It therefore
implies that SMEs especially will need to consider a vigorous positive change in policy
regarding HRIS applications to strategic HR tasks regardless of the cost involve because
the cost of non-implementation may be relatively more expensive.
The study again showed that HR professionals agree that the HRMIS usage for strategic
HR tasks leads to enhance professional standing in the organization. This was in line with
Brockbank’s (1999) findings that HR professionals both provide value to the organization
and improve their own standing in the organization by using HRMIS. The implications of
this disclosure are that HR professionals will need to develop their IT skills and become
abreast with HRMIS’ technology in order to remain competitive in the labor market. This
means that firms will also need to develop and plan HRMIS training programs for both
prospective and existing HR professionals in line with specific strategic HR tasks since
enhanced professional standing implies effective and efficient work-force which leads to
improved performance and increased output resulting to higher profit margins and
acceptable returns on investment (ROI).
Interestingly, the study showed a lack of HRMIS support for managing trade union
relations with the organization. This was very much the case irrespective of the type of
organization. The failure to use HRMIS in support of trade union relations with the

57
organization means that there will be little consideration of how HR policies regarding
labor issues might potentially change trade unions’ attitude towards collective bargaining.
The immediate objectives and activities of trade unions vary, but may include provision
of professional training, collective bargaining, industrial action, legal advice and
representation for members (Fraser and Hamish 1974: 34)[Ref-6]
. In an attempt to enforce
the union’s objectives, union leaders normally find themselves in confrontation with the
employers, which most often leads to industrial actions. Effective and efficient
management of trade union relations reduces industrial actions, conflicts, and wastes.
However, the lack of HRMIS’ support in managing trade union relations implies no
standard way of communicating just-in time information between the parties. This might
make conflict resolution difficult. The inability to resolve conflict leads to strike actions,
the ultimate results of which are, output reduction, low returns, slow growth and
expansion, lost of skilled employees, high employee turnover, and other resultant effects.
Overall, the study suggested that HRMIS play a key role in SHRM, but the degree of the
role was also very much dependent on the type of organization. This provides some
insights into the usage of HRMIS in strategic HR tasks by some selected Finnish based
companies, which should help HR practitioners, acquire a better understanding of HRMIS
role in SHRM. However, caution should be exercised in generalizing the results of the
study due to the small sample size. Nevertheless, the results provide basis for future
research.
7.2 Recommendations and Suggestions for Further Research
Whilst this study has confirmed existing studies into HRMIS, it provides a platform for
future work in this area, which should concentrate on a number of issues. First, a detailed
research would be needed to explore the role of HRMIS in SHRM, especially; with much,
bigger sample size and a higher response rate so that a deeper analysis can be done for
generalization.
Second, HRMIS represent a large investment decision for companies of all sizes.
However, SMEs are increasingly failing to use HRMIS in support of strategic HRM
tasks. It would therefore be very interesting if future research could geared towards
finding answers to why SMEs are reluctant to commit time and resources for the
implementation of HRMIS in strategic HR tasks. This will enable a careful analysis and

58
diligent consideration of HRMIS application to strategic HR tasks since a successful
execution is rewarded with numerous benefits including improved accuracy, provision of
just-in-time information, and costs saving (Lederer, 1984; Wille and Hammond, 1981).
Third, an in-depth study on HRMIS usage in support of trade unions’ relations with
organizations needs further examination. This will allow both the trade unions and the
employers to manage and resolve conflicts and other related labor issues efficiently and
effectively.
Finally, as HRMIS becomes an increasingly vital component of SHRM tasks
performance, researchers must expand their efforts to understand the opportunities and
threats that it fosters. Human resource information systems may be a key enabler allowing
HR professionals to balance successfully the competing roles of administrative expert,
employee champion, change agent, and strategic partner (Ulrich, 1998). There is also a
risk that large investments in HRMIS will not improve HR professionals’ satisfaction or
render the SHRM tasks performance a more efficient cost center. This may be outgrowth
of low technology-acceptance among intended users, inappropriate technology choices, or
other factors. Until more is known, investments in these innovations should proceed with
caution.

59
References
Books
[Ref-1] Alan Price: Human Resource Management in a Business Context, second
edition 2004
[Ref-2] Bratton John and Gold Jeffrey (2003) Human Resource Management: Theory
and Practice third edition London: Palgrave Macmillan
[Ref-3] De Cenzo David A. and Robbins Stephen P. (1996) Human Resource
Management fifth edition. Canada: John Wiley & Sons Inc
[Ref-4] Dessler Gary, Cole Nina D., and Sutherland Virginia L. (1999) Human
Resources Management In Canada seventh edition. Prentice-Hall Canada Inc.
Scarborough, Ontario
[Ref-5] Fein Steve “Preface” In Alfred J. Walker ed. Web-Based Human Resources.
New York: McGraw Hill 2001 VIIX
[Ref-6] Fraser, Hamish W. (1974) Trade Unions and Society (The Struggle for
Acceptance, 1850–1880). New Jersey: Rowman and Littlefield
[Ref-7] Gunnigle, P. (1998), “Human resource management and the personnel
function”, in Roche, W.K., Monks, K. and Walsh, J. (Eds), Human Resource
Management Strategies: Policy and Practice in Ireland, Oak Tree Press,
Dublin
[Ref-8] Kochan T. E. & Dyer L. (1995) HRM: an American view. In J. Storey (ed.),
Human Resource Mangement: Critical Text (332-51) London: Routledge
[Ref-9] Lengnick-Hall Mark and Lengnick-Hall Cynthia A. ‘Human Resource
Management in the Knowledge Economy’ New Challenge; New Roles; New
Capabilities San Francisco: Berrett-Koehler Publishers, 2002

60
[Ref-10] Schuler R.S., Jackson S.E., Storey J.J., HRM and its link with strategic
management, in: J. Storey (Ed.), Human Resource Management: A Critical
Text, second ed., Thomson Learning, London, 2001.
[Ref-11] Storey, J. (ed.) (1989) New Perspectives on Human Resource Management
London: Routledge
Storey, J. (ed.) (1995a) Human Resource Management: A critical text London:
Routledge
[Ref-12] Torrington D., Hall L., and Taylor S. (2005) Human Resource Management
sixth edition.
Journal
[Ref-13] Abecker Andreas, Ernst Biesalski, DaimlerChrysler AG, and Werk Wörth
(2004) “Human Resources with Ontologies
[Ref-14] Anderson R. Wayne (1997) “The future of Human Resources: Forging Ahead
or Falling Behind in Tomorrow’s Human Resource Management
[Ref-15] Ball Kirstie S. (2000) “The use of human resource information systems”: a
survey
URL
http://www.siteground.com
http://qa.php.net
http://www.internetnetworksecurity.us
http://www.worldfashionexchange.com/apparel-garment-manufacturing-software.html

A (i)
Appendices A
(Form Conf.)
PERSONNEL/CONFIDENTIAL
Date
<<Name & Empl#>>
<<Designation>>, <<Project>>
<<CARE-X Field Office>>
SUBJECT : CONFIRMATION
Dear Mr./Ms. _______,
Upon satisfactory completion of your probationary period, CARE-Bangladesh is pleased
to confirm you as ________ (Designation, Project), CARE-Bangladesh effective _____
(Date) under the same terms and conditions as given in your Appointment Letter, wherein
it states your effective joining date ______.
It is expected that you will extend your full cooperation for the promotion of CARE
activities in Bangladesh and that you will be benefited from your CARE service. CARE
looks forward to your continued cooperation in carrying out its program objective in
Bangladesh.
Thank you.
Sincerely,
<<Name>>
<<Designation>>
<<Project>>, <<X Office>>
copy : PC- X
PM-X Project->OM/PSM->PCF, CARE-X Field Office
Accounts-CBHQ
PCF-CBHQ
HRIS

A (ii)
(Form WL)
PERSONNEL/CONFIDENTIAL
CBHQ-FO # X
<<date>>
<<Name & Empl#>>
<<Designation>>, <<Project>>
<<CARE-X Field Office>>
Subject : WARNING LETTER
Dear Mr./Ms. _______,
It has been reported that there was a <<reason>> in CARE X Field Office. During
<,investigation>> your involvement with the <<reason>> has been detected. The above
act on your part clearly reflects your poor judgment and failure to perform the assigned duty
regarding implementation of the organizational policy.
Based on the gravity of the incident, you are issued this "Warning Letter" with the hope that
you will give serious thought about the matter, as repetition of this sort of act on your part
will subject you to severe disciplinary action including dismissal.
Please acknowledge the receipt of the warning letter by signing on the space provided
below.
A C C E P T E D Sincerely,
_______________
Signature with date <<name>>
General Manager
Human Resources Development
and Management
cc: ACD (F&A)
PCF-CBHQ/FO
HRIS

A (iii)
Training Log Sheet (FORM TLS)
NAME & EMPLOYEE #:
Date
Type of
Training*
Duration/
Period
Institution/
Organization
Name of Training/
Certificate Received
(*) Please specify whether training is overseas (outside country), external (outside CARE) or in-
house (within CARE)

A (iv)
Data Sheet on Separation (FORM REEMP)
CARE-BANGLADESH
(DATA SHEET ON SEPARATION)
cc: PCF-CBHQ/FO
Name: Emp#
Designation: Project:
Posting: Joining Date: / /
Separation Mode: Separation date: / /
Grade/Step: Basic Salary:
Permanent Address:
Re-Employment Status: Yes ‫ٱ‬ NO ‫ٱ‬
Re-Employment Comments:
__________________________ _______________________
Prepared by Approved by
OM/PM-X Project, FO, GM-HRD&M
CBHQ, HRD&M
Date: _________ Date : ________________

HR-MIS for CARE-B_Project

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