Modernization of Human Resource Traditions

Contents: 

Chapter 1 : Tradition and Modernity
Words as Codes of Our Existence • Amazing Predominance of IT on Our Culture As It Works More on Our Mental Categories than on Physical Abilities • Modernization Is Vital to HR Function • Lack of Modernization Is Also Making HR Impoverished • Signs of New Generation HR Problems • Closeness to IT Will Enable the HR Functionary to Know the Employees Better • And How This Book Unfolds Itself

Chapter 2 : Differences and Similarities in HRM and IT
Four types of differences: • Freedom of Action in Human Actors Contrasts Rigid Technological Procedures • Constant Tendency to Go Beyond the Present Status Makes People a Different Entity Every Now and Then. • Every Person Has a Uniqueness of Being and Hence Prevents Any Comprehensive Classification or Generalization Needed for a Scientific Database. • Tendency to Examine All Actions to One's Inner Self Makes Human Being an Unpredictable Entity. • Four types of similarities: • Both Disciplines Encounter Subjects Which Have Infinite Parameters • Both HRM and IT Deal with the Human Intellect • Both Are Oriented to Handle Large Volume of Change • Both Subjects Are Marked by a Process of Convergence or Unification of Dissimilar Features • Human Side of Codd's Rules

Chapter 3 : Perspectives of HR Modernization
The Cultural Impact, and Knowing a Person Better • Components of Social Domain • Components of Modern Organizations • The Arena • The Human Development • Space in Which We Live and Operate • Our Sense of Time • Social Action • Typical Individual and His Personality • Groups in the Society • Family and Kinship • Process of Cooperation and Differentiation • Information and Communication • Socialization • Recreation and Leisure • Religion • Change Producing Behaviour • Organization Structure • Reference Group • Organization Goal • Job Design • Training and Learning

Chapter 4 : Knowing the Employee Better: The Designing and Development Process in HRMS
Capturing the Complete Employee • Re-engineering HR • Taste of New Technology • Encounter with a Multitasking Machine • A Collaboration Starts • A Day in the Life of an HR Executive • Preference for In-house Development of HRMS Database • Oracle Was Like a Divine Solution • Tables for HR Database • Columns in the Main Employee Table • The Programming Language • SQL as an Example of a Language • Developer as a Choice • Single Application instead of Three Copies • Consistency in All Reports • Parallel Working to Save Time • Centralization and Decentralization Together • Anybody Can Do the Work of a Specialist • No Need to Physically Send Any Report • Decision Support System: Breaking the Limit of Hierarchical Decision Making • Automatic Tracking: Events Announce Their Arrival by Themselves • Process Efficiency: Speed, Lesser Cycle Time • Accuracy, Automatic Updating • Convergence: Ensemble of Dissimilar Entities • Delegation • Generic Office System • Codification of Employee Data • The Data Entry Process ?

Chapter 5 : Knowing the Employee Better: The Transition Process in HRMS
Transition to HRMS as Change Management • History of Computer Applications in the Subject Organization • Creating a Climate for Change and a Sense of Urgency for HRMS • Core Implementation of Team HR, Finance and IT • HR Payroll Process: Data Transfer and Sharing • Collaboration within HR: Chasing a Shared Dream • The Computerized HR Office Dream • Enabling Actions for HRMS • The Role of Central HRMS Section • Stakeholders Communication • Short Term Benefits • Implementing and Sustaining the Change: Handling the Resistance • Trials and Deadlines • Eliminate Obstacles to Change: Data Verification • Procedure for Comprehensive Verification • Data Transfer System Involving HR and Finance after Comprehensive Verification • Infusing HRMS into the Work Culture

Chapter 6 : Modernizing the Traditions
What Previous Chapters Covered • A Personal Voice • Guide Pages for Application

Appendix: Appendix 1 : Joining and Induction of New Entrants • Appendix 2 : Sanction of LTC • Appendix 3 : Employee Separations • Appendix 4: Multipurpose Employee Information Form • Appendix 5 : Employee Discipline • Appendix 6 : Multiskill Training • Appendix 7 : Transfer of Employees • Appendix 8 : Promotions • Appendix 9 : Payroll and Salary Administration • Appendix 10 : Competency Mapping and Skill Inventory • Appendix 11 : ISO 9001 : 2008

About the Author:

Nirmalendu Mohapatra has been serving as an HR manager in SAIL (Steel Authority of India Ltd) for three decades. He holds a Master's in History from the University of Delhi followed by a doctoral degree in the same subject.