Information is an essential tool for managers in the retention, recruitment, utilization and evaluation of human resources in organizations. Since they support the goals and objectives of the organization, information systems play an important role in planning and management of human resources. These systems will serve as an important personnel administration operational programs, including employee record keeping, budget control, compensation, benefits management, and government reporting. This paper will discuss how different companies implement and use human resources information systems (HRISs) and their strategic and operational use in their organization.
Merellyn Heard, A person whom was employed as a shipping and receiving clerk at American Motors for 10-years filed a grievance against the company for unfair termination. On a particular day in November, the grievant asked a purchasing clerk to look up purchasing information on several parts, including a jeep door. The grievant intention was to purchase the jeep door to give to a sheriff friend who was going to fix a DUI ticket for him. After receiving the door the grievant stored the door in a location close to his workstation until he completed his shift. Once he completed his shift, he carried the door out and put it in his van. While doing so, he was witnessed by a member of management who saw him put the jeep door in his van. Later that evening, another employee contacted the grievant and let him know that he was seen by a member of management carrying the door to his van. A month later after receiving taking the door and placing it in his car, he brought in a check to cover the price of the door. The company refused to accept the check and fired the employee for misappropriation of company property.( Becker 1996, 780)
During the grievance process, several union witnesses testified that they've seen in many instances employees remove parts from the company without the prior knowledge or approval of management and paid for them at a later date. Much evidence was presented that the procedure for removing and paying for parts were haphazardly observed and not in writing. The arbitrator overruled the discharge because management did not establish, communicate nor properly administered a procedure for removing parts.
One of the first steps in the discipline process is to establish performance requirements and work rules. The second step is to communicate the performance requirements and work rules to employees. Usually an individual who is hired receives a manual that describes the work rules and policies of the organization. In addition, employees are required to sign a consent stating that they have received and read the manual.
In this case, it seems as though these basic procedures were not communicated or enforced in such a way that the rules were understood or adhered to, causing a tremendous financial burden on the company that otherwise could have been mitigated.
A few UK businesses have prepared themselves for these challenges by implementing digital analysis ...