Human Resource Management System for DSWD

Arlex P. Portugal
Technological Institute of the Philippines
B1 L30 Frents Kampong Maligaya Park Subd., Novaliches, Quezon City 0928-9916495

Jonathan T. Paor
Technological Institute of the Philippines
B14 L3 Sardonyx St. Soldiers Hills III Subdivision, Caloocan City 0918-6635141

Felipe G. Talacay
Technological Institute of the Philippines
20 Eagle St.Presidential Road Batasan Hills, Quezon City. 0909-4631619

arlex_portugal27@yahoo.com

jo_013@yahoo.com

cedierickg@yahoo.com

ABSTRACT
The developed system will be implemented in Human Resource Department of the Department of Social Welfare and Development to help them manage their employees and to track their records. It helps the HR managers and employees in recruitment, hiring, job matching, ranking, evaluation and retirement. It will improve the shortcomings of the hand to hand basis of the organization.

In 1987, the MSSD was reorganized and renamed Department of Social Welfare and Development (DSWD) under Executive Order 123 signed by President Corazon C. Aquino. Executive Order No. 292, also known as the Revised Administration Code of 1987, established the name, organizational structure and functional areas of responsibility of DSWD and further defined its statutory authority. And as the lead agency in social welfare and development, the Department provides social protection and promote the rights and welfare of the poor, vulnerable and the disadvantaged individuals, families and communities that will contribute to poverty alleviation and empowerment through social welfare development policies, programs, project and services implemented with or through local government units (LGUs), non-government organizations (NGOs) peoples organization (POs), other government organizations (GOs) and other members of civil society. According to the company theyre still not using an automated system for their Human Resource Department. So the Human Resource Management System was proposed for them to monitor all activities including recruitment, hiring, job matching, ranking, evaluation and retirement. It is more appropriate than the manual approach because with this system the manual operation can now be done automatically and reduces time working it manually.

1. INTRODUCTION 1.1 Project Context

Human Resource Management is the strategic and coherent approach to the management of an organization's most valued assets - the people working there who individually and collectively contribute to the achievement of the objectives of the business. HRM means employing people, developing their capacities, utilizing, maintaining and compensating their services in tune with the job and organizational requirement. In 1915, The Public Welfare Board (PWB) was created and was tasked to study, coordinate and regulate all government and private entities engaged in social services. In 1921, the PWB was abolished and replaced by the Bureau of Public Welfare under the Department of Public Instruction.

1.2 Purpose and Description

The Human Resource Management System for DSWD is an application created exclusively for DSWD Human Resource Department. The system covers all the daily transaction of the HR electronically, from recruitment to retirement, to lessen the work of the HR staff. As of now the HR Department of DSWD is still not into computerized transaction. The HR is still in manual processing, they still use papers for transactions such as applicant evaluation, leave management, retirement, etc. Human Resource Management System for DSWD will be a great help for them. This system is needed to be developed to manage and automate all HR transaction. The system can manage all employees from recruitment to retirement. This will process all transactions such as recruitment, leave management, retirement, trainings, etc. The system will no longer use any papers that will use for some applications such as applicants information, leaves, performance evaluations, etc. The system allows HR staff to track all employee information, compensations and benefits, performance reviews of employee well-being, career planning and development of all employees to enhance their competency. With this system there will be no documents will be lost.

Evaluate applicants information for job matching. Provide a performance evaluation tracking for promotion and leave management of all employees.

1.4 Scope and Limitation

1.4.1 Scope
The system will cover the major functions of a Human Resource Management System including recruitment, hiring, job matching, ranking, evaluation and retirement.

It has an Applicant Management that deals with the recruitment to hiring of an applicant. It has an Information System that deals with the employees records. The system offers different Reports.

1.4.2 Limitation

The system is a LAN-based system. The system is limited to DSWD Central Office The system does not include any biometric devices.

2. REVIEW OF RELATED 1.3 Objectives

1.3.1 General Objective
The study aims to develop Human Resource Management System for DSWD that will organize and manage the employees records, from hiring to retirement.

LITERATURES AND STUDIES

This chapter discusses the gathered literature and studies that are related to the research project that may help on conducting researches on the related field. It discusses the effective ideas taken from previous work of different authors and how they were applied to the developed a human resource management system.

1.3.2 Specific Objective

Design a system that covers the major functions of the Human Resource Management System. Develop the process of organizing data and information from recruitment to retirement.

2.1 Review of Related Literature 2.1.1 Local Literature

2.1.1.1 Pinoy-style HRM: Human Resource

Management in the Philippines.

According to Selmer J. and de Leon C., the style by which human resource practices are devised and implemented in the Philippines is easily identifiable as distinctively Pinoy (Filipino). Within the bounds of the economic/political setting, Pinoy human resource management is based on an intricate system of indigenous core values which emphasize social acceptance. So far, the onslaught of globalization is less felt, since powerful local cultural imperatives have a strong impact on human resource practices of foreign firms, resulting in a considerable extent of localization. Implications of these findings are discussed and the future for human resource management in the Philippines is examined.

responsibility of applying the systems at their own units. In organizations wherein this condition prevails, the HR department is weakened.

Reason: HR officers and staff are like firefighters who are constantly burdened with solving people problems carelessly ignited and left to burn by other units all over the place. We often experience this problem in some client companies that engage our consulting firm in Human Resource Management (HRM) Contracts. Believing that our role is to totally take charge of all the HR functions, managers and supervisors of these companies tend to abdicate their responsibilities in employee relations.

2.1.1.2 Strategic human resource management.

According to Ambrose G. Sanchez, being strategic means having a careful or methodical plan to achieve a position of advantage. In business and sports, it is having an advantage against competitors; in war, it is positional advantage against the enemy. But in HRM, what does it mean to be strategic? All HRM systems and practices are strategic. The question is just: who has the advantage and who is at a disadvantage?

In some cases, the HR managers we assign to the companies end up devoting most of their time to discipline problems.

2.1.1.4 Strategic HR Manager.

According to Ambrose G. Sanchez, ordinary HR Managers. I'll bet that majority of the HR managers, here and elsewhere, are just ordinary officers. They are not really making their HR unit a significant contributor to phenomenal and sustainable productivity, profitability, and growth of the company. The typical HR manager does not have a clear and encompassing philosophy of managing human performance in a business environment. Instead, their outlook of how to effectively manage employees is influenced by their experiential background. Many of them in small and medium firms used to be supervisors of units where they became redundant, were sent to a seminar on personnel management, and appointed as HR officer. In a way, they are effective because they can usually deal with problem employees on a one-on-one, personal basis.

Company vs. employees? The reality is that the strategic advantage of HRM has mainly been in favor of the company, and employees have been perceived as the the ones who are at a disadvantage. That was why labor unions were conceived to neutralize the disadvantage.

2.1.1.3

Clarify

managers

roles

in

HR

management.
According to Ambrose G. Sanchez, weak HR department. One of the biggest pitfalls of human resource departments is the misconception that it is in charge of implementing all the human resource management functions of the company. When this happens, it becomes the accepted practice of managers and supervisors to pass on to the HR staff the

The other type or ordinary HR managers are those who live up to the stereotype attached to their areas of discipline: social science graduates and ex-priests/seminarians are very peopleoriented; commerce graduates tend to use economic rewards and deprivation; lawyers and ex-military officers are more

control-oriented; those with engineering background are more on to skill building; etc.

2.1.1.6 Caloocan employees told to use biometrics or else.

According to Ed Mahilum, Caloocan City Mayor Enrico Echiverri ordered all city hall offices and employees to strictly adhere to the biometrics system, which is required to every employees to log in or log out. The mayor's directive was made to compel the employees to be diligent in their work and be able to deliver quality services to the people. The mayor noted that using the biometrics system is one way to impose discipline among the employees especially those fond of making absences. This system has been utilized in other local government offices which had proven effective. Through the biometric system employees would only have to swipe their thumbs on an apparatus when they log-in or out of their work. The directive requires all city hall employees to time in or time out using the biometrics system, the city administrator said. The data which will reflect from the biometrics system will also be used by the Human Resource Management Service (HRMS) in making the payrolls. Absences or tardiness will be deducted from the employee's salaries. Echiverri said that to avoid deductions, employees must deter from making absences, tardiness and urged them to be diligent not only in reporting to work on time but also in the delivery of quality service to the constituents.

2.1.1.5 An online Human Resource Management System to promote transparency.

Over the years, human resource management systems particularly in public service have been the subject of extensive review and analysis. In the local scene, this has unmasked basic inefficiencies that have inhibited ineffective streamlining and modernization of human resource management and provided the Department of Science and Technology (DoST) with adaptation of a webbased facility designed to promote transparency in human resource management and operations among its line agencies and offices. Eventually, it can be used as a potential tool for future collaborative efforts with other government offices. The system created by the human resource officers and information systems planners from various agencies and institutes of the DoST and codenamed the Human Resource Management Information Management System will enable the effective management and monitoring of employees data, attendance, reports, requests for services, and compensation. It consists of five major daily system modules: employee, human resources officer, cashier, division chief, and agency driver modules treated as a group or level. Each group is provided with an account and a password to carry out operations and modifications on each of the modules required. The system, therefore, facilitates all activities in a particular organization and allows the ordinary employee to facilitate any transaction with the government agency such as processing and placing requests for their change in their employee profile, filing an application for leave, updating community tax certificates, and attending official business functions. The online human resource management system introduced by the Department of Science and Technology is a praiseworthy project which serves as a model in managerial concern, acknowledges the importance of each employee within an organization, and indicates heightened value for the individuality of people in government.

2.1.2 Foreign Literature

2.1.2.1 HRIS Benefits Automation Defined.
According to Clay Scroggin, One of the most important features of a typical HRIS Software application is the capability of automating the difficult and time consuming process of administering HRIS benefits.

2.1.2.2 Human Resources Applies to Any Size of Organization.

According to Carter McNamara, MBA, PhD of Authenticity Consulting, LLC, all organizations have people -- they have human resources. Regardless of the size of an organization or the extent of its resources, the organization survives -- and thrives -- because of the capabilities and performance of its people. The activities to maximize those capabilities and that performance are necessary regardless of whether the organization refers to them as Human Resource Management, Human Resource Development or Human Resources -- or has no formal name for those activities at all. Those activities are the responsibility of all people in the organization. Thus, members of organizations, regardless of size or resources, will benefit from using the resources referenced from this topic.

2.1.2.4 Clarifying Some Terms -- Human Resource Management, Human Resources, HRD, Talent Management.
According to Carter McNamara, MBA, PhD of Authenticity Consulting, LLC, The Human Resource Management (HRM) function includes a variety of activities, and key among them is responsibility forhuman resources -- for deciding what staffing needs you have and whether to use independent contractors or hire employees to fill these needs, recruiting and training the best employees, ensuring they are high performers, dealing with performance issues, and ensuring your personnel and management practices conform to various regulations. Activities also include managing your approach to employee benefits and compensation, employee records and personnel policies. Usually small businesses (for-profit or nonprofit) have to carry out these activities themselves because they can't yet afford part- or full-time help. However, they should always ensure that employees have -- and are aware of -- personnel policies which conform to current regulations. These policies are often in the form of employee manuals, which all employees have. Some people distinguish a difference between HRM

2.1.2.3 Human Resource Guidelines Apply to ForProfits and Nonprofits.

According to Carter McNamara, MBA, PhD of Authenticity Consulting, LLC, the vast majority of resources in this topic apply to nonprofits as well as for-profits. There's a misconception that there is a big difference in managing human resources in for-profit versus nonprofit organizations. Actually, they should managed similarly. Nonprofits often have unpaid human resources (volunteers), but we're learning that volunteers should be managed much like employees -- it's just that they're not compensated with money; they're compensated in other ways. Managing volunteers is very similar to paid staff -- their roles should be carefully specified, they should be recruited carefully, they should be oriented and trained, they should be organized into appropriate teams or with suitable supervisors, they should be delegated to, their performance should be monitored, performance issues should be addressed, and they should be rewarded for their performance. Also, organizations should consider the risks and liabilities that can occur with volunteers, much like with employees. So nonprofit organizations should consider the resources in this topic as well.

and Human Resource Development (HRD), a profession. Those people might include HRM in HRD, explaining that HRD includes the broader range of activities to develop personnel inside of organizations, e.g., career development, training, organization development, etc. The HRM function and HRD profession have undergone tremendous change over the past 20-30 years. Many years ago, large organizations looked to the "Personnel Department," mostly to manage the paperwork around hiring and paying people. More recently, organizations consider the "HR Department" as playing a major role in staffing, training and helping to manage people so that people and the organization are performing at maximum capability in a highly fulfilling manner. There is a long-standing argument about where HRrelated functions should be organized into large organizations, eg, "should HR be in the Organization Development department or the other way around?"

Recently, the phrase "talent management" is being used to refer the activities to attract, develop and retain employees. Some people and organizations use the phrase to refer especially to talented and/or high-potential employees. The phrase often is used interchangeably with HR -- although as the field of talent management matures, it's very likely there will be an increasing number of people who will strongly disagree about the interchange of these fields. Many people use the phrase "Human Resource Management," "Human Resource Development" and "Human Resources" interchangeably, and abbreviate Human Resources as HR -HR has become a conventional term to refer to all of these phrases. Thus, this Library uses the phrase "Human Resources" and the term "HR," not just for simplicity, but to help the reader to see the important, broader perspective on human resources in organizations -- what's required to maximize the capabilities and performance of people in organizations, regardless of the correct phrase or term to be applied when doing that.

Managers paradigms, understanding of human resource management, and human resource skills determine the success they will have with people. Like the rest of risk management, blaming others for management shortcomings neither solves problems nor provides escape from the problems.

The good news is that managers can make human resource management one of their strengths. The result will be better risk management, more effective management, and greater satisfaction from working with people.

2.2 Review of Related Studies 2.2.1 Local Studies

2.2.1.1 DOST web-based HRMS.
The Department of Science and Technology (DOST) launched its first web-based facility in its bid to promote transparency in human resource management system and operations among its line agencies and offices. The online service facility, dubbed as Human Resource Management Information Management System (HRMIS), enables effective management and monitoring of employees data, attendance, reports, request for services, and compensation all geared towards implementing a fullyautomated system among government offices.

2.1.2.5 The challenges of Human Resource Management.

According to Dr. Alvin Chan, t he role of the HR manager must parallel the needs of the changing organization. Successful organizations are becoming more adaptable, resilient, quick to change directions, and customer-centered. Within this environment, the HR professional must learn how to manage effectively through planning, organizing, leading and controlling the human resource and be knowledgeable of emerging trends in training and employee development.

2.2.1.2 Astra Human Resources Information System (AHRIS)

Astra Human Resources Information System (AHRIS) is a user friendly web-based employee information management system. The system automates and improves the delivery of HR services, including managing the employee records, facilitating requests for leaves, overtime and training, tracking the employees' performance and skills, and allocating and managing the company's resources. With the AHRIS, you can: Centralize employee records, maintain electronic personnel files

2.1.2.6 The Role of Human Resource Management in Risk Management.

According to Bernard L. Erven, people and risk are as integral to farming as are weather, prices. and technology. Human resources must have careful attention if managers for are to have a full risk. understanding of their sources of risks and their alternatives handling

Reduce HR paperwork, avoid missing or losing forms Automate HR workflows such as performance appraisals, leave and overtime application processing Perform better employee performance management and training needs assessment Engage your employees! True multi-user and role-based access extends the HR services directly to the employees, even to remote sites and satellite offices. Work online through the browser, on our intranet or the internet.

2.2.1.5 Orisoft unifiedHCM.

Orisoft unifiedHCM is a human capital management system that assists organizations in optimally managing human resources and with greater effectiveness. It is truly comprehensive and well-designed for a Windows GUI environment.

2.2.1.6 Orisoft unifiedPAY.

Orisoft unifiedPAY is a user-friendly payroll system that handles the entire payroll function, ranging from capturing employee information, calculation of salaries/pay and documentation. It also acts as an analytical tool for HR planning as well as generating reports for submission to the relevant management. It operates in strict compliance with government statutory requirements and provides an extensive array of interfaces to other ledger accounting systems.

2.2.1.3 HR2, Human Resource and Human Response.

HR2, Human Resource and Human Response, is an integrated web based human resource information system covering important areas of daily human resource tasks: recruitment and hiring, employee records management, time keeping and monitoring, prompt and accurate payroll processing, training and performance monitoring. A facility called the ESS (Employee Self-Service) module is also made available for employees to access their important personal information times. HR2 System is a integrated set of application that will provide the company a tool that will best manage its people.

2.2.2 Foreign Studies

2.2.2.1 Michigans HR Optimization Project NASCIO.
Michigans Human Resource (HR) Optimization Project was an interdepartmental initiative to increase the effectiveness and efficiency of statewide HR services delivery, by building upon the states centralized HR management system. This project resulted in an enhanced self-service internet application, a centralized data store, a multi-tiered service center, and the redesign and realignment of numerous human resource processes.

2.2.1.4 DO-PESo.
The Dynamic Online Payroll and Employee Software is a webbased integrated payroll and HR management system. It is available as a hosted subscription-based (SaaS) application or as a fully customizable standalone installation for larger companies. The system offers the following key modules Employee Management Module, Benefits Module, Employee Recruitment Module, Payroll Module, Daily Time Record and Reports Generation.

2.2.2.2

OrangeHRM

Human

Resource

Management.
OrangeHRM is an Open Source Human Resource Management System that covers Personnel Information Management, Employee Self Service, Leave, Time & Attendance, Benefits, and Recruitment. Tags: HRM, HRMS, HCM, HRIS, EHRMS, Human Capital Management

2.2.2.3 Accord Human Resource Management System [Accord eHR].

Accord eHR is a revolutionary system that promises to take the pain out of HR Management, Accord eHR has been designed with a view to integrate all HR related functions right from recruitment, creating positions to disbursing pensions. Accord eHR views your workforce as your assets. Therefore it tracks recruitment, skill pools, knowledge banks, employee histories, personal records, appraisals and attrition like an Asset Management Tracks your assets. These are the kind of tools that sets Accord eHR in a league of its own in HR Systems and helps your organization achieve the lean and mean structure that every organization aspire for.

2.2.2.5 Kormee.
Kormee is an application to facilitate the complex task of managing human resources. A powerful tool, which enables user to manage personnel info, leave, attendance, overtime, shift, training, payroll, provident fund, bonus, performance appraisal and income tax. It features can be tailor made too in order to suit specific needs. It features a comprehensive set of HR, benefits, training, recruiting, and employee self-service features that lower costs, reduce administrative time, and empower employees. It's modular design let you choose the solution that's right for the needs of your company.

2.2.2.4 EmpXtrack .
EmpXtrack is an integrated enterprise level solution that automates all functions of the HR department of an organization. EmpXtrack is available as a suite as well as individual modules. EmpXtrack is the only web based product that looks at Human Resources as a vertical and provides an end to end solution to manage all aspects related to human resource management and development on one integrated platform. Updates in one module automatically reflect in other areas to allow ease of operation. In addition, EmpXtrack is completely modular allowing you to choose as many modules as you like to begin with and then adding more as your needs grow.

2.2.2.6 EuClid-HR System.

EuClid-HR System is integrated enterprise application software built for managing Human Resources Information. This system is implemented using sophisticated technology and world class best practices to give solutions to the problems regarding human resources management and development.

3. TECHNICAL BACKGROUND