nor measuring and tracking human capital and using the HR information system generally.
The function of human resources (HR) departments is generally administrative and common to all organizations. Organizations may have formalized selection, evaluation, and payroll processes. Efficient and effective management of "Human Capital" progressed to an increasingly imperative and complex process. The HR function consists of tracking existing employee data which traditionally includes personal histories, skills, capabilities, accomplishments and salary. To reduce the manual workload of these administrative activities, organizations began to electronically automate many of these processes by introducing specialized human resource management systems. HR executives rely on internal or external IT professionals to develop and maintain an integrated HRMS. Before the client–server architecture evolved in the late 1980s, many HR automation processes were relegated to mainframe computers that could handle large amounts of data transactions. In consequence of the high capital investment necessary to buy or program proprietary software, these internally developed HRMS were limited to organizations that possessed a large amount of capital. Raija and Hlonen (2009) described the role of information systems in the process of combining district organizations which use information system in financial administration, HRM and social welfare. They explored the role of IS in decision-making in public sector. The lack of inter-opera ability between legacy systems and new information systems was perceived as a huge problem. In the present situation of our economy, most of the companies used manual system in their company, also some are using computerized system which lessen the expenses and saves time. An effective and well-designed Human Resource Information System shall make it easier to manage record, update files and retrieve records in Employee records. Confidentially, accuracy and...
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