CHAPTER ONE

Introduction

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1.1 Forward
Establishing and monitoring internal controls over human resource (HR) information are
important management functions. Internal control is fundamental to addressing risks to the
completeness and accuracy of information and thus to providing assurance over the reliability
of HR information, its compliance with applicable laws and regulations and the effectiveness
and efficiency of operations. Increasingly, entities are utilizing Human Resource Information
Systems (HRIS) to assist in managing their workforce and in meeting their employer
obligations. The effective discharge of these responsibilities is necessary to support the
development and implementation of government programs and activities. However, the
integration of technology to support managing a modern workforce can introduce a range of
information management risks. With this in mind, the report emphasizes the important role of
both system and manual controls in maintaining the integrity and confidentiality of HR
information.
The introduction of Information and Communication Technology (ICT) has transpired a
radical change in our way of living. And the two main driving forces are mobile phone and
Internet which have provided both well-being and comfort. It has also simplified both right to
information and communication. Above all keeping pace with the use, speed and penetration
of phone, mobile phone and Internet, the income, standard of living, employment and the
economic and social development of the country are improving. Telecommunication
technology also is an integral part of implementing the dream of ‘Digital Bangladesh’.
The study provides an overview of significant risks and controls that are relevant to key HR
functions, with particular focus within each chapter on managing risks through
implementation of better practice principles. The report identifies better practice system
controls, and describes manual or process controls that are relevant to support or strengthen
the implementation of system controls. Implementation of controls should have due regard to
the cost benefit involved. Equally, reducing controls for cost-saving reasons should be
carefully managed as the operating risk profile may be increased.
Bangladesh Telecommunication Regulatory Commission (BTRC) is working relentlessly,
having realized the outstanding impact and importance of telecommunication and information
technology. It is continuously adopting appropriate policy and program. The organization is
working to deliver standard and high speed Internet including modern telecommunication
services to general public. The nature, trends and outlook of the organization have been
represented in this report. Due to the relentless effort of BTRC, 99% of the country’s

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population and 97% of the geographical area have come under coverage of the mobile phone
network. This is a significant direct contribution to the economic development of the country.
The passive impact is immeasurable. BTRC vows to provide standard, reliable and cost
effective telecommunication services.
1.2 Background of the study
As a requirement of the completion of the post-graduation of Business Administration degree
under direct supervision of my Thesis report supervisor Jannatul Ferdous. HRIS provide the
idea that how does the HR of Telecommunication Industry of Bangladesh conducting the
recruitment, selection, training, retention, compensation career development etc for the
organization’s further development and enrichment. There will be details of working methods
and procedure in this report. During this preparation of this report I had the opportunity to
contact with many people who are involved with this industry. This report is a formal
documentation of this experience.
1.4 Objective of the study
1.4.1 Broad objective
The main objective of the study is to gather knowledge about Human Resource Information
System.
1.4.2 Specific objectives
 To gather knowledge about HRIS of telecommunication industry in Bangladesh.
 The meaning and definition of
HRIS
 The importance of HRIS
 Data and information needs for HR
manager Sources of data
 Conceptual structure and mechanics of
data describe the historical development of
HRIS.
 Describe concepts related to an HRIS integration
project. Benefits of using HRIS
 Procedures to use HRIS
 Effects on employee’s performance--
 Possible problems that may arise and how we can solve these problems.
 Apply techniques to an HRIS integration process.

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  Understand the business decisions that can be used with HRIS.
Describe global issues such as laws and cultures that affect
HRIS.
 Refine skills of analysis, synthesis and communication concerning issues
 And ideas related to HRIS

1.5 Methodology of the study

1.5.1 Research design
The research is based on explanatory in terms of research type which has its primary
objective the provision of insights into and comprehension of the problem situation
confronting the researcher. This research process is flexible and unstructured. By doing
explanatory research it will be helpful to study about Human Resource Information System of
the Telecommunication industry of Bangladesh and its implementation on their operational
activities.
1.5.2 Data Collection Method
The objectivity of any study depends largely on how methodologically it is done. For the
purpose of this report I have used both qualitative and quantitative information to give it a
clear judgment opportunity.
a) Primary sources:
This report has prepared through the use of primary data. It is collected from a group of
people who are involved with this industry. The following methods are used in collecting
data. These are:
 Physically collection data.
 Online questionnaire to reduce time and efforts of the employees.
 Observation
 Frequent conversation with the employees of telecommunication service providers
(Grameenphone, Banglalink, Airtel, Robi, Teletalk, )
b) Secondary sources:
 Annual report of BTRC 2015-2016
 Annual report of Grameenphone, 2016
 Annual report of Banglalink, 2015,2016
 Annual report of Airtel, 2016
 Annual report of Robi, 2016
 Annual report of Teletalk, 2015,2016

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  Related websites of HRIS
 Different publications of BTRC
 Some national & international journals about HRIS
1.5.3 Sampling Technique
a) Elements: Branch Manager, Executives and Officers of existing telecommunication
service providers (Grameenphone, Banglalink, Airtel, Robi, Teletalk)
b) Sampling size: Sample size of this study is 30 employees including branch manager,
executives and officers of telecommunication service providers (Banglalink, Airtel, Robi,
Teletalk)
c) Sampling method: I have taken Convenience sampling method. Convenience sampling
means- A nonprobability sampling technique that attempts to obtain a sample of convenient
elements. The selection of sampling units is left primarily to the interviewer. It can be used
where the respondents and the interviewees are considered on my convenience and priority.
d) Data collection period: The necessary data have been collected from 1st June to 26th
June, 2019. The study covers HRIS practices of Telecommunication industry of Bangladesh.
 Techniques of analysis: The data have been tabulated and analyzed with the help of
MS Excel.
 Data Presentation: I have used graph, pie chart, bar diagram, and table to analyze the
data.
 Data collection area: Data have been collected from telecommunication service
providers (Grameenphone, Banglalink, Airtel, Robi, Teletalk)

1.6 Scope of the study

As the topic of my report is about Human Resource Information System: A study on
Telecommunication Industry of Bangladesh that is why the scope is mostly limited to
existing telecommunication service providers (Grameenphone, Banglalink, Airtel, Robi,
Teletalk). For this purpose I have visited most of the customer care centres of
telecommunication service providers situated in Sylhet. People in any organization are those
assets which are integral part for the growth and development of any organization. Therefore,
constant training and development program along with some attractive compensation and
benefits is no doubt a great facilitation for them. Following that, identifying the reasons
behind the existence of unsatisfied workforce and managing them accordingly is the main
challenge for HR. This report describes the acquisition, management, development and
improvement of the workforce of Telecommunication industry of Bangladesh and how they

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are the most efficient and effective department to utilize and sustain their talented human
resources with the help of HRIS. But it was not possible to learn all job activities within a
short period of time.
1.7 Limitations of the study
For the purpose of acquiring data for the study I faced some constraints that are listed below:

 Because of time and cost constraints, covering the entire HRIS practices of the
Telecommunication industry was a difficult task within the time allowed for the study.
 Another limitation of this study is the Telecommunication industry’s policy not
disclosing some data and information, which would have been very much useful for
the report. In many cases, updated information was not published or available.
 Preparing a formal document like a project report requires some prior experience in
this field. I have tried my level best to reduce the distortion or biasness of information
that I have used in this study.
 The personnel of the customer care centers are usually busy with their daily activities
and routine tasks; therefore interacting with them during their office hours is difficult
sometimes.

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 Chapter two
Literature Review of HRIS

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2.1 Literature Review:
Although there are lots of theoretical and empirical articles and on outsourcing organizational
function such as information system and accounting, the academic literature on outsourcing
the HRIS is almost non-existing. In the topic of human resource outsourcing, the top and
most important argument that comes in discussion is the cost benefit analysis for firing out
services which were performed internally (Anderson et al, 1986; Greer et al, 1999; Gupta et
al, 1992; Kakabadse et al, 2002; Lever, 1997), and Vining & Globerman (1999) note that
empirical data from government agencies outsourcing to private suppliers generated savings
in the range of 20-30 % in production costs. Some of the studies from these authors concern
that there should be other factors except cost which should be considered at the time of taking
outsourcing decision. Other factors include vendor customer satisfaction, employee
satisfaction and expertise (Barthelemy, 2003) and loss of strategic advantage. Adler (2003)
notes that a review by the Granter group listed six factors that are important in outsourcing
decisions: dependency risk, spillover risk, trust, relative proficiency, strategic capabilities,
and flexibility. The first four of these factors are short term factors, whereas the last two are
considered more long term or strategic. However, no clear formula exists that identifies when
outsourcing is most efficient and effective. The question arises that what are the situations
where the outsourcing is most desirable and under what circumstances an organization should
outsource to increase effective performance by its human resources. In other words are there
internal and external forces that their conductive to HRIS outsourcing? If these forces can be
acknowledged that they provide some signs relating to the appropriate action to take when
outsourcing is being considered. This is especially important science 67% of HR departments
outsourced one or more function in 2004 (Bureau of National Affair, 2004). We especially
address the issue of when and under what circumstance does HR outsourcing contribute value
to the firm by attempting to identify environmental and organizational characteristics that
effect HR performance and how HR outsourcing mediates that relationship. Another issue
that concerns the current outsourcing research is the absence of studies looking of the HR
functions in organization. Klaas (2003) develop a framework that helps analyze HR
outsourcing factors in small and medium sized enterprise (SMEs) by explicating on the
relationship between SMEs and the professional employer organization and Gainey and klaas
(2003) analyze HRIS specifically in the context of training and development these studies are
expectation rather than the rule. This fact is surprising given that many HRIS such as pay
role, benefits, training, and recruiting are often outsourced by organization (Gilley et al,

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2004). The SHRM Human Resource outsourcing Survey Report released in June 2004 found
that HRIS that are entirely background checking, employee assistance/counseling and
Flexible Spending include administration. The outsourced functions include management of
health care benefit, pension benefit administration and payroll. Despite these increment in HR
outsourcing activities to date the empirical articles on outsourcing HRIS focus on the impact
of organizational characteristics (Klaas, 2003), the role, the transaction costs (Gainey et al,
2003; Klaas, 2003; Klaas et al, 1999), the relationship between HR departments, size and
outsourcing activity (Pommerenke et al, 1996) and the rational and consequence of HR
outsourcing, and the time of outsourcing (Greer et al, 1999). The question concerning the
appropriate time to outsource HR practices based on the internal and external forces driving
the firm to consider outsourcing however is not directly addressed, although Klaas,
McClendon & Gainey (1999) come close in their analysis of moderate variables in the
relationship between amount of HR outsourcing and perceived benefits from outsourcing. A
separate article by Klaas, McClendon & Gainey (2001) also discussed on few organizational
characteristics that lead firms to outsource the HR activities but does not consider HR
performance as a dependent variable. As such it is necessary to address the question of when
to outsource the HR function by looking into the theoretical issue of outsourcing in the
literature representing disciplines other that HR to from a basis for HR outsourcing. However
a brief discussion of definitions and HR activities is presented first. Gilley Greer and Rasheed
(2004) discussed a strategic typology of HR activities develop by Greer (2001)

Which HR activities are classified as having either high or low strategic value and as being
either transaction or relationship oriented in nature. Their resulting typology shows the
quadrant containing relation oriented activities related to training and performance
evaluation. When the HR activities listed by Gilley, et al. (2004) are located in the HR value
chain, it becomes certain that portions of each major HR functions are potential candidates
for outsourcing. However, three functions in particular, training, performance planning and
evaluation and compensation deal specifically with an organization’s current relationship
with it employees. A notable recent trend has been the increased use of contingent and
temporary workers, or the outright outsourcing of HRIS (Harkins et al, 1995). A 1996 survey
by the American management Association found that 77% of their respondents outsourced
some functions, up from 60% in 1994. Other HR departments, under budgetary and
managerial pressure, are simply eliminating certain services previously provided by HR staff.
A number of competitive forces have been identified as drivers of the trend to outsourcing

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(Greer et al, 1999). These include: downsizing of internal staff, rapid growth or decline,
increased competition, and restructuring. The push to reduce costs drives many outsourcing
decisions. A number of other reasons for outsourcing have been identified as well. (Cook,
1999; Greaver, 1999; Greer et al., 1999; Milgate, 2001). Lever (1997) cautions that “the old
HR staffing rule of one HR staff member for every 100 employees is not as meaningful today
as a measure of HR efficiency or effectiveness as in the past”. Annualized HRO spending has
experienced a significant and consistent growth over times. Whereas HRO spending
represented US $ 75 million in 1998, it's skyrocketing at an increasing rate to well over US $
1500 million in the year 2004(nearly 80% increase per year). Towards the end of modern day
the trend of outsourcing has moved into the world of data transcription, information
technology and call center operations. Studies on the history of outsourcing conclude that
outsourcing is clearly not just about payrolls and call centers. This can be seen by simply
looking into the medicine cabinet. It is very likely that the R&D of the daily medicine was
outsourced to companies in India. The insurance company which covers the costs of the
medications may have their claim processing to offshore transcription providers. And the
medical clinic may easily be outsourcing the administration of your confidential medical
records to Russia, the Philippines of India. Outsourcing human resource activities in our
country is nothing new at all. Government has been outsourcing, specially, in construction
sector since long. Farmers in villages do outsource during the time of harvesting crop. In
domestic level, people outsource carpenters, masons and other kind of activities. And so
forth. Recently, private sector employers are more interested in outsourcing different
activities apart from their line of business. RMG manufacturers, construction firms, Banks,
telecom operators are frequently outsourcing their different need of human resource. But all
these, apart from government jobs, have been being operated in ad-hock basis. There has
never been any organization to give the Human Resource Management service for other
organizations until recently. Still the number of such HR service providers is nothing other
than one. Our research has determined only Moonward associates. Apart from this
BDJobs.com and similar online based organizations are coming up with recruitment and
training solutions. All other services are somehow collected in personal contact through local
contractors. These contractors operate in mostly in so unorganized way that for organizations
searching for such services find it difficult to contact them. And for the same cause we had a
difficulty in finding any such information.

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 Chapter Three
An overview of Telecommunication Industry

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3.1 History of Telecommunication
“Watson, come here: I want you.” This was the first message ever transmitted from one place
to another, through a device called telephone. American genius, Alexander Graham Bell
(1847-1922) along with his assistant Thomas Watson invented the device. It was March 10,
1876, an important day for human civilization, the first step towards developing means of
communication. We’ve come a long way since then. Today, telephone is a part of our
everyday life. Nowadays, the phone is not only used for making calls, among many other
functions it’s used for communicating through text-messages and so called multi-media
messages as well as to connect us to the internet. The liberalization of Bangladesh’s
telecommunications sector began with small steps in 1989 with the issuance of a license to a
private operator for the provision of inter alia cellular mobile services to compete with the
previous monopoly provider of telecommunications services the Bangladesh Telegraph and
Telephone Board (BTTB). Significant changes in the number of fixed and mobile services
deployed in Bangladesh occurred in the late 1990s and the numbers of services in operation
have subsequently grown exponentially in the past five years. The incentives both from
government and public sectors have helped to grow this sector. It is now one of the biggest
sectors of Bangladesh. As a populous country it’s huge market has attracted many foreign
investors to invest in this sector. The telecom sector in Bangladesh is rapidly emerging.
Bangladesh Telecommunication Regulatory Commission (BTRC) is the regulatory
authority for this sector, overseeing licensing, policy etc.
2.2 Milestones of telecom sector in Bangladesh
Landmarks in the history of telecom industry in Bangladesh are as follows.
 1853: Telegraph branch under Posts and Telegraph Department, British India.
 1971: Reconstructed as Bangladesh Telegraph and Telephone Department under
Ministry of Posts and Telecommunications.
 1975: Reconstructed as Telegraph and Telephone Board.
 1979: Reconstructed as Bangladesh Telegraph and Telephone Board (BTTB) with
right to issue license for telecom and wireless services.
 1981: Digital Telex Exchange in Bangladesh.
 1983: Automatic Digital ITX started in Dhaka.
 1985: Coinbox Telephone service introduced in Bangladesh by BTTB.
 1989: GENTEX Telegraph messaging service introduced in Bangladesh.

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 1989: Bangladesh Rural Telecom Authority got license to operate exchanges in 200
upazilla.
 1989: Sheba Telecom got license to operate exchange is 199 upazilla.
 1989: Cellular mobile phone Company Pacific Bangladesh Telephone Limited and
Bangladesh Telecom got license.
 1995: Card Telephone service introduced in Bangladesh by BTTB and TSS.
 1995: Regulatory power of BTTB transferred to Ministry (MOPT).
 1995: 2nd and 3rd ITX installed in Dhaka.
 1996: GrameenPhone got cellular mobile Telephone license.
 1996: Telecom Malaysia International Bangladesh got cellular mobile license.
 1998: Telecom Policy.
 2000: Global Telecom Service (GTS) Telex Exchange venture with British Telco.
 2001: Telecommunication Act, to establish Bangladesh Telecommunication
Regulatory Commission (BTRC).
 2002: ICT Policy.
 2004: Teletalk cellular mobile launched.
 2005: Egypt-based Orascom acquired Sheba Telecom.
 2006: NGN introduced in BTTB.
 2008: BTTB converted into Bangladesh Telecommunications Company Limited
(BTCL) with 100% shares owned by Government.
 2008: Japanese NTT DoCoMo bought 30 percent stake in Aktel.
 2009: Bharti Airtel acquired 70 percent stake in Warid Telecom.
 2009: Internet Protocol Telephony Service Provider (IPTSP) Operators launched.

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2.3 Mobile Phone Operators in Bangladesh

Banglalink

Grameenphone Robi
Mobile
Phone
Operators in
Bangladesh

Airtel
Teletalk

2.3.1 Grameenphone:

Type Public Company

Industry Mobile Telecommunication services
Founded 1997
Headquarters GPHOUSE, Basundhara, Baridhara, Dhaka-1229. Bangladesh
Key people Tore Johnsen, CEO
Products Telephony, EDGE, GSM
Revenue 104,754 Million BDT (2015)

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Net income after tax 19,707 Million BDT (2015)
Parent Telenor 55.8%, Grameen Telecom 34.2% & Public 10%
Website www.grameenphone.com

A. Grameenphone
widely known as GP is the leading telecommunications service provider in Bangladesh. With
more than 56.20 million subscribers (as of January 2016), Grameenphone is the largest
cellular operator in the country. It is a joint venture enterprise between Telenor and Grameen
Telecom Corporation, a non-profit sister concern of the internationally acclaimed
microfinance organization and community development bank Grameen Bank. Telenor, the
largest telecommunications company in Norway, owns 55.8% shares of Grameenphone,
Grameen Telecom owns 34.2% and the remaining 10% is publicly held. Grameenphone was
the first company to introduce GSM technology in Bangladesh. It also established the first
24-hour Call Center to support its subscribers. With the slogan Stay Close, stated goal of
Grameenphone is to provide affordable telephony to the entire population of Bangladesh.
B. Products offered: Grameenphone offering the following products in Bangladesh.

C. Mobile Telephone: Grameenphone was the first operator to introduce the pre-paid
mobile phone service in Bangladesh in September 1999. It offers the pre-paid
subscription under the name Easy Prepaid which is currently called “smile prepaid”.
Besides smile, Grameenphone also offers a youth based mobile to mobile connectivity
within Bangladesh named djuice’. Grameenphone also offers postpaid mobile service.
D. Other Services
 Internet: Grameenphone provides internet service in its coverage area. As it has
EDGE/GPRS enabled network, any subscriber can access to internet through this
network. Grameenphone was the first mobile operator in Bangladesh to offer EDGE
services to its subscribers.
 Bill Pay: A service to enable users to pay their utility bills Electricity/Gas through
mobile.
 Cell Bazaar: Services to enable user’s sells or buy products through mobile or
internet. Various other services like Stock Information, Instant Messaging and SMS
Based
Alerts/Services, Voice-based Services, Downloads, Music, Cricket updates, Web SMS, and
Mobile Backup etc.

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E. Other Activities
 Village phone
 Grameenphone Centers
 Community Information Centre
F. Awards
Grameenphone received the GSM in the Community Award at the global GSM Congress held
in Cannes, France in February 2000 for its Village Phone initiative.
In 2002, Grameenphone was adjudged the Best Joint Venture Enterprise of the Year at the
Bangladesh Business Awards.
Grameenphone was presented with the GSM Association’s Global Mobile Award for ‘Best
use of Mobile for Social and Economic Development’ under Bridging the digital divide
category at the 3GSM World Congress held in Singapore, in October 2006, for its
Community Information Center (CIC) project.
In the next year, 2007, Grameenphone was again presented with the same award for its
Health Line Service’ at the 3GSM World Congress held in Barcelona, Spain, in February.

2.3.2 Banglalink:

Type Subsidiary
Industry Telecommunication
Founded November, 1996
Area served 64 Districts of Bangladesh.
Headquarters Tiger House, House # SW(H)04, Gulshan Avenue,
Gulshan Model Town, Dhaka, Bangladesh.
Key people Erik Aas CE O.
Products Telephony and GPRS.
Parent Orascom Telecom.
Website www.banglalinkgsm.com

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A. Banglalink
is the second largest cellular service provider in Bangladesh after Grameenphone. Banglalink
has a subscriber base of 32.36 million (as of January 2016). It is a wholly owned subsidiary
of Orascom Tele com. Banglalink had 1.03 million connections until December, 2005. The
number of Banglalink users increased by 257 percent and stood at 3.64 million at the end of
2006, making it the fastest growing operator in the world of that year. In August, 2006,
Banglalink became the first company to provide free incoming calls from BTTB for both
postpaid and prepaid connections. On August 20, 2008, Banglalink got past the landmark of
10 million subscriber base.
B. Products offered
C. Prepaid packages
Banglalink currently offers two prepaid plans. All the prepaid plans co me in two phases—
Standard (T&T incoming an d outgoing with NWD and ISD) and M 2M. All connections
provide GPRS to subscribers.
D. Desh, with the slogan Ek desh Ek Rate! (Means one country one rate!), is one of the
cheapest prepaid plans in the country by tariff. Users of desh can call any mobile operator
at 0.45 taka (excluding V AT) during 12 AM to 5 PM. It also has three FnF numbers.
Desh was launched on September 14, 2006.
Desh rang is launched as a brand extension to enrich the brand of desh. Rang is a Bengali
word which means color. It is introduced with the catch phrase— Rangiye Din Apnar Jeebon
(means color your life.). This package is beneficial for customers who mainly make calls to
their own network and are heavy SMS users. It offers four on-net FnF numbers, but no off-
net FnF number.
E. Former Packages
Regular prepaid was the first package Banglalink had to offer. It is currently unavailable in
the market.
Ladies first with the slogan Shomporker Network (means network of relationships), was
tailored for women. It was launched on September 3, 2005. It had introduced 1 second pulse
for the first time in the prepaid market. It offered four FnF numbers. It is currently
unavailable in the market.
Be linked was launched on November 16, 2005. It was later taken over by desh package as
all the networks can be linked! Customers were automatically migrated to desh.

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Post-paid packages
Currently there are three postpaid plans from Banglalink for its tail customers. These
packages are known as enterprise personal, which is a subset of much larger Banglalink
enterprise. All packages come with T&T local, NWD, ISD and e-ISD connectivity.
F. Banglalink enterprise
Banglalink enterprise offers a wide range of products and services to suit the needs of the
business community. Companies under the enterprise package are provided with a dedicated
enterprise relationship manager who provides them with personalized customer care round
the clock. Other benefits of enterprise include customized packages with attractive call
charges and connection price, enterprise SMS broadcast, enterprise short code, international
roaming, missed call alerts, free voice mail retrieval, fax and data service, call conferencing,
special offer for family members and many more. It was first launched in December, 2006.
The current packages are:
Enterprise corporate: targeted at the corporate segment enterprise SME; targeted at the
SME segment
Enterprise personal: Prior to the launch of Banglalink enterprise, Banglalink served the
business clientele through a similar platform named Banglalink professional.
G. Banglalink Customer Care
Banglalink delivers customer care using its call centers and customer care networks.
Currently Banglalink provides customer care services to its clients through. Banglalink sales
& care centers Banglalink points Banglalink service points Banglalink care lines

2.3.3 Axiata Bangladesh Ltd: Branded as Robi:

Type Joint Venture

Industry Mobile Telecommunication
Founded 1997
Area served All over Bangladesh
Headquarters Robi Corporate Office, 53 Gulshan South Avenue, Gulshan-1, Dhaka, Bangladesh
Key people Michael Kuehner (CEO), A K M Morshed (CTO), Pradeep Shiravastava

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 (CMO), Mahtabuddin Ahmed (CFO), Matiul Islam Nowshad (CHRO).
Products Mobile Telephony, GPRS, EDGE, International Roaming
Parent Axiata Group Berhad (70%) and NTT DoCoMo (30%)
Website www.robi.com.bd

A. Robi Axiata Limited,

DBA Robi (formerly known as Aktel), is a joint venture between Axiata Group Berhad,
Malaysia (70%) and NTT DoCoMo Inc., Japan (30%). Robi is the third largest mobile phone
operator in Bangladesh with more than 27.79 million subscribers as of January 2016. Robi
boasts of the widest international roaming service in the market, connecting over 500
operators across 207 countries. It is the first operator in the country to introduce GPRS. Robi
uses GSM 900/1800 MHz standard and operates on allocated 12.8 MHz frequency spectrum.
B. Products offered
Robi offers an array of different packages. In addition to offering the fundamental pre-paid
and post-paid mobile services, it offers a wide range of value-added products and services
such as, SMS, GPRS, EDGE, international roaming, SMS banking, Caller Ring Back Tone,
MMS, Voice Greetings, Call Blocking on 4 August 2008, which give subscriber to control
which call he or she receive or not and Bengali SMS.
C. Customer Care
Robi has 21 Customer Care Centers and 430 Robi Care Points in 64 districts all over the
country. Robi has over 25,000 retail along with 100,000 voucher sales point all over
Bangladesh.
D. Awards/ Achievements
Robi Axiata Limited, the leading mobile phone operator of the nation, has received “Star
News HR excellence awards for innovation in H R”.
Leading mobile phone service provider Robi has been re-assessed and rewarded with ISO
9001:2008 certification. Robi has been conferred the prestigious Frost & Sullivan Asia
Pacific ICT Award 2010 for “Emerging Market Service Provider of the Year”.
2.3.4 Airtel:

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 Type Private
Industry Telecommunication
Founded 2005
Headquarters House 34, Road 19/A, Banani, Dhaka 1213,
Bangladesh
Key people Chris Tobit, CEO
Products Telephony, E DGE, GPRS, GSM
Revenue US$ 2.58 billion,
Parent Bharti Airtel 70% and Warid Telecom 30%
Website www.bd.airtel.com

A. Airtel Bangladesh Ltd.

is a GSM-based cellular operator in Bangladesh. Airtel Bangladesh is the sixth mobile phone
carrier to enter the Bangladesh market, and launched commercial operations on May 10,
2007.Warid Telecom International LLC, an Abu Dhabi based consortium, sold a majority
70% stake in the company to India’s Bharti Airtel Limited for US$300 million. Bharti Airtel
Limited will take management control of the company and its board, and rebranded the
company’s services under its own Airtel bran d from 20 December 2010. The Bangladesh
Telecommunication Regulatory Commission approved the deal on Jan 4, 2010.
In January 2010, Bharti Airtel Limited, Asia’s leading integrated telecom services provider,
acquired 70% stake in Warid Telecom, Bangladesh, a subsidiary of the U AE-based Abu
Dhabi Group.
B. Products Offered
Airtel provides both post-paid and pre-paid connection plans. The post-paid plan is branded
and marketed across the country under the name airtel Postpaid, which means leader or
royalty. The pre-paid segment is branded and marketed as airtel Prepaid. The Airtel Prepaid
category is divided into four segments: Adda Golpo Kotha Foorti.
Airtel Post-paid and Airtel Prepaid user enjoy various value added services (VAS), such as
SMS, MMS, GPRS, 64K SIM, Dual SIM product, Corporate packages for product
advertising via SMS, and a host of other features. However, International Roaming is
available only to Warid post-paid users.

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C. Customer care Centers
Airtel has ten customer care centers around the country, which is known as ‘airtel experience
center (AEC), located at key locations. These centers are directly run by Airtel itself. Airtel
has another 120 dealer outlet spread across Bangladesh, the largest chain of retail outlets in
the country, which is further backed up by a chain of sub-dealers, affinity partners &
distributors. Dealer outlets of airtel known as “airtel relationship Center (ARC)” SIM Cards,
Scratch Cards and sometimes mobile sets are sold at these outlets. Bill collection for postpaid
users and Zem top up for pre-paid users can also be availed at the franchises. These
franchises directly appoint dealers and sub-dealers in their designated areas.
2.3.5 Teletalk Bangladesh Ltd.: Branded as Teletalk:

Type Public company Limited

Industry Cellular Telecommunication Provider
Founded 2004
Headquarters House no: 41, Road no: 27, Block: A, Banani, Dhaka.
Products Telephony, EDGE, GSM
Website www.teletalk.com.bd

A. Teletalk Bangladesh Limited

brand name “Teletalk” is a GSM based state-owned mobile phone company in Bangladesh.
TeleTalk started operating on 29 December 2004. It is a Public Limited Company of
Bangladesh Government, the state-owned telephone operator. TeleTalk provide GPRS and
EDGE internet connectivity and got the license from Government to start the 3G which is the
latest cellular information service. Teletalk is the first operator in the country that gave BTTB
(now BTCL) incoming facility to its subscribers. The mission statement of Tele Talk is
“Desher Taka Deshey Rakhu n” (“Keep your Money in your Country”). TeleTalk is the 6th
largest mobile phone operator in Bangladesh with 4.211 million subscribers as up to January
2016.
B. Services
 Prepaid packages Shadheen
 Standard Shadheen
 Shapla (1 Second pulse) Bijoy (1 Second pulse)
 Agami (Only for GPA 5 holders in SSC and HSC exam) Ekush

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  Postpaid packages
 Standard/ Rajanigandha Shapla
 Corporate service Prepaid packages Post-paid packages
 Mobile internet service
C. Achievements
Teletalk is the only operator in Bangladesh (Owner: 100% Bangladesh Government) with
100% native technical and engineering human resource base.

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 Chapter Four
Theoretical Framework of HRIS

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4.1 Introduction
In the ever-changing world in which we live, new technology is continually being developed.
This change requires organizational leaders to be cognizant of the different types of
technology which could improve the organizational effectiveness. Human Resource
Information Systems (HRIS) have drastically evolved since they were first introduced more
than 50 years ago they have gone far beyond their original purposes of converting paper
records into computerized databases. In modern times, HR/payroll systems are able to handle
several of HR’s numerous functions. HR Software is now full of features and self-contained
not just the data storage systems we once knew them as. The developed HRIS will help the
organization to effectively store employee data more securely and accurately. Modern HRIS
systems are now tools that HR Professionals can use on a daily-basis for several purposes. In
the past, companies were used to tracking data on paper and spreadsheets. However, with
technological advancements many companies have realized the need to implement more
sophisticated computerized systems, like Human Resource Information Systems. By moving
to HRIS, companies are able to keep more accurate and up-to-date records, allowing them to
better prepare for future growth in their companies. In most situations, an HRIS will also lead
to increases in efficiency when it comes to making decisions in HR. The decisions made
should also increase in quality and as a result, the productivity of both employees and
manages should increase and become more effective.

4.2 Definition of Terms

4.2.1 Human Resource
The resource that resides in the knowledge, skills, and motivation of people. Human resource
is the least mobile of the four factors of production, and (under right conditions) it improves
with age and experience, which no other resource can do. It is therefore regarded as the
scarcest and most crucial productive resource that creates the largest and longest lasting
advantage for an organization.
4.2.2 Information System
A combination of hardware, software, infrastructure and trained personnel organized to
facilitate planning, control, coordination, and decision making in an organization.
4.2.3 Telecommunication Industry
It refers the sector within which information and communication technology is made up of all
Telecommunications/Telephone companies and internet service providers and plays the
crucial role in the evolution of mobile communications and the information society.

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4.2.4 Human Resource Information System
It is basically an intersection of human resources and information technology through HR
software. This allows HR activities and processes to occur electronically. For businesses big
and small to take care of a number of activities, including those related to human resources,
accounting, management, and payroll. A HRIS allows a company to plan its HR costs more
effectively, as well as to manage them and control them without needing to allocate too many
resources toward them.
4.3 Why HRIS is important
Almost all HR processes can be done by using HRIS on a daily basis which can crucial for
the organization in several ways. For instance, as an implication of HRIS the automation of
tasks and process reduce the use of resources (financial, material and human). Reduction of
HR costs; less usage of paper as well as to assist managers in HR process are some of the
examples of reduction of resource usages. HRIS facilitate an organization in their HR
processes by increasing the efficiency and effectiveness and provides self-service HR (i.e.
computer based training, online recruitment). In addition, HRIS produces data as a byproduct
and has frontend web applications which can transfer part of HR data management to
employees and line-managers. Thus, employees can enter and update data by themselves
which create more accuracy of data and saves time and costs. Furthermore, HRIS not only
helps the management and HR department but also assists the employees in several ways.
HRIS is able to increase the overall decision making efficiency for the management of an
organization. It helps the HR department to possess of single data base of all employees in
the company with all necessary information and opportunities of different reports plus, HRIS
eliminates the paper forms that are much slower and has a higher likelihood of errors caused
by human factor. For the employees, HRIS provides the possibility of independent access to
data, which often means working in one software window as well as keeps automatic tracking
and reminder to business obligations and events. In some organizations it also lets the
employees attend internal training courses via the web in order to develop their personal
skills and knowledge. As a result, it encourages employees to make decisions and initiatives
on the basis of information obtained in the HRIS system.
In a nutshell, HRIS is a computerized system that assists the process of information related to
human resource management and has become a key element to all organizations. Thus, the
importance of HRIS can be seen all-around, such as operational assistance in collecting,
storing and preparing data for reports, simplifying and accelerating the processes and

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controlling the available data, reducing labor costs for human resource departments, and
providing timely and diverse information to the management of the organization, based on
which it is possible to make quality strategic decisions related to human capital.
4.4 Views of Human Resource Information Systems
There are basically two views of Human Resource Information Systems. These are:
a) Traditional view of HRIS
HRIS is designed to supply information required for effective management of the
organization i.e. for decision making relating to human resource. Human resource
departments hold the record of the employees of the organization including personal history,
skills and salary etc. The basic level of HRIS is used to help to manage employment
relationships within the organization and employees. In previously Companies were used to
tracking data on paper and spreadsheets and its take time to manage record properly and its
time consuming too. Typical HRIS Record employee information, wage and salary data,
review dates, benefits, education and training, attendance, performance data appraisal results
etc.
b) Modern views HRIS
Leading management thinkers suggest that, it is not technology, but the art of human and
human management.” That is the continuing challenges for executive in the 21st century. The
effective management of the human resource in the firm to gain a competitive advantage in
the market place requires timely and accurate information on current employees and potential
employees in the labor market. With the evaluation of computer technology, meeting this
information requirement has been greatly enhanced through the creation of HRIS. With
technological advancements many companies have realized the need to implement more
sophisticated computerized systems, like Human Resource Information Systems. By moving
to HRIS, companies are able to keep more accurate and up-to-date records, allowing them to
better prepare for future growth in their companies. A computerized HRIS is designed to
monitor, control and influence the movement of people from the time they join the
organization till the time they leave it. Human resource information systems are built to
reduce the manual work of HR expertise. HRIS helps to abandon paper forms or reports
because all information is available through the system.
4.5 Evaluation and development of HRIS
In the early development of human resource information systems, although often accurate
and comprehensive, were mainly used for administrative and operational purposes. Forms

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were used to collect leave requests, workers compensation and accident data, and salary
variation and superannuation entitlements. During the 1945 and 1960 only manual work is
done for manage all HR activities in organization, they have human capital issues, employees
morale and formal selection and development method is earlier organization not so much
focus on HR related activities they was not taking interest in HR main function . Then early
1960 to 1970 personnel become change into human resource organization was focus on
human resource. Human Resource was seen as key in organization. In this time HRIS was
used mostly for keeping administrative records.1970s and 1980s, several factors radically
changed attitudes towards human resource information systems. After that from 1980 to
current large and small business organization are utilizing HRIS. The increasing complexity
of payroll systems in this period demanded more flexibility in, and access to information
system. Personal computers have made HRIS available and affordable for any sized firm.
HRIS has evolved from simple record-keeping to complex analytical tools to assist
management decision making. Then according to globalization and technological change
computerize HRIS was developed in it system seeks to merge the activities associated with
human resource management (HRM) and information technology (IT) into one common
database through the use of enterprise resource planning (ERP) software. The goal of HRIS is
to merge the different parts of human resources, including payroll, labor productivity, and
benefit management into a less capital intensive system than the mainframes used to manage
activities in the past. HRIS also called Human Resource Management System
(HRMS).Organizations, centralized payroll processing sections began to be separated from
other human resource functions. Some organizations contracted their payroll responsibilities
to external payroll bureaus with greater technological expertise, and for reduced costs. Now
many software uses in the organization according to their needs and want. In every
organization the person who involve for HRIS development they apply these steps and then
work on HRIS.
4.6 Components of HRIS
Kovach et al., (1999) presented the three major functional components in any HRIS by giving
the model below:
a) Input
The Input function enters personnel information into the HRIS. 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.

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b) Data Maintenance
The maintenance function updates and adds new data to the database after data have been
entered into the information system.
c) Output
The most visible function of an HRIS is the output generated. According to Kovach et al.,
(1999), to generate valuable output for computer users, the HRIS 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 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 HRIS are not the computers, rather, the information. The bottom line
of any comprehensive HRIS have to be the information validity, reliability and utility first
and the automation of the process second.
4.7 Users of HRIS applications
HRIS meet the needs of a number of organizational stakeholders. Typically, the people in the
firm who interact with the HRIS are segmented into three groups:
a) HR professionals
HR professionals rely on the HRIS 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 HRIS to fulfill even the most elementary job tasks. As human capital plays a
larger role in competitive advantage.
b) Managers in functional areas
Functional managers (production, marketing, engineering etc.) expect the HRIS to provide
functionality to meet the unit’s goals and objectives. Moreover, managers rely on the HRIS’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.
c) Employees
The individual employees become end users of many HRIS applications. The increased
complexity of employee benefit options and the corresponding need to monitor and modify

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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.
48 Functions of HRIS
Functional HRIS 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. While information technology
affects Human Resource (HR) practices and HRIS administration comprise a distinct
supporting function within HR. Some of the HRIS functions include the following:
a) Integrating the technologies of HR
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.
b) 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.
c) 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.

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d) 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 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. 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.
4.9 Modules of HRIS
Almost all the HRIS processes were incorporated in the software. The software had two parts
web and desktop. In the web part the general users had own account. The modules of the
software are as follows.
a) Employee information: Main features of this module were employee database, reporting,
organizational structure, joining, transfer and promotion.
b) Recruitment: Main features of the modules are CV bank, recruitment requisition,
interview board, record of interview result.
c) Training: Main features of the module are training requisition, training calendar, training
record and report.
d) Leave: Main features of the module are leave policy, leave application, leave calendar and
reports.
e) Performance management: Main features of the module are target setting, approval by
line managers, performance management process and reporting.
f) Survey: Main features of the module are administering surveys and reports.
g) Payroll: It has catered all the processes under payroll.
h) Attendance: Main features are attendance record and report.
4.10 Roles of HRIS in companies
HRIS help a firm to maximize the use of human resource and maintain competitiveness in its
market. In most large organizations, human resource information systems (HRISs) provide
the technology backbone supporting the complete body of human resource (HR) functions. In
this role, HRISs play a critical part in the operation of each component of HR. Additionally,

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by integrating across business processes HRISs provide organizations with control,
forecasting, and planning tools that supersede simple computerization of HR functions. For
these reasons, effective use of HRISs in organizations contributes to overall organizational
effectiveness. Human Resource Information System is a set of people, forms, procedures and
data utilized to store, analyze, distribute and use information of human resources. HRIS goal
is to provide accurate information for the use of persons making human resource related
decisions. The organization can use HRIS for human resource planning. New recruitments
can be posted via HRIS as well as applications can be scanned and stored. HRIS also stores
information about the employees’ participated trainings and learning sessions. Performance
appraisal, compensation, benefits, competences and development plans are easily maintained
in HRIS. Employees can search for a new career within the organization and be aware of the
future trainings. HRIS allows managers to follow employee’s job performance and planned
versus used hours for a certain assignment. HRIS offers various reports available. Typical HR
program involve things such as record keeping, recruiting, selection, training, employees
retention and compensation.
Some common human resource information systems are:
Performance appraisal: This system analyzes employee performance on the job.
Skills inventory: This system keeps track of employee skills and matches employees with
specific jobs.
Benefits administration: This system manages employee fringe benefit packages
Job applicant tracking: This system keeps track of applicants for jobs with the business.
4.11 Benefits of HRIS in companies
An effective HRIS provides information on just about anything the company needs to track
and analyze about employees, former employees, and applicants. The company will need to
select a Human Resources Information System and customize it to meet according to
company needs. Comprehensive and integrated HRIS can be used widely in administrative,
operational and strategic fields by HR and other managers. On the operational level HRIS
data can be used to identify potential internal applicants for job vacancies, saying external
recruitment costs and assuring employees of career opportunities. HRIS enables the human
resource department to make a more active role in organizational planning. Computerization
will make forecasting more timely, cost effective, and efficient. With continued technological
breakthroughs HRIS systems are becoming increasingly advanced. One of the most core
HRIS functions is intranet HR self-service. Some larger companies use their intranet today

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for online appraisals, career management, sentiment surveys, training registrations and
publishing people related company information. An HRIS or HRMS monitored by qualified
specialists who know technology and HR functional and tactical processes can manage
compliance with federal and state laws, streamline processes for recruitment and selection,
and produce analyses, data and reports for internal and external use. Other advantages of an
HRIS include the ease of use for qualification computer technology specialists, accuracy of
information and the ability to perform HR audits using any combination of parameters. The
employee and manager self-service features are excellent ways to free up the time of your
human resources staff members for project work and other duties. Employees and managers
can locate answers and information quickly without the need to consult an HR representative
every time. With an appropriate HRIS, Human Resources staff enables employees to do their
own benefits updates and address changes, thus freeing HR staff for more strategic functions.
Additionally, data necessary for employee management, knowledge development, career
growth and development, and equal treatment is facilitated. Finally, managers can access the
information they need to legally, ethically, and effectively support the success of their
reporting employees. Specific benefits of such systems include:
 Faster information process
 Greater information accuracy
 Improved planning and program development Enhanced employee communications
 Reduction in cost of stored data in HR
 More transparency in the system
 More meaningful career planning &counseling at all levels. Better ability to respond
to environmental changes.
4.12 Security of HRIS
The privacy of employee information has become a major issue in recent years. With identity
theft becoming a common problem, employees are becoming more sensitive about who sees
their personal information, and the security it is kept in. By making sure employee
information that is kept in the HRIS is relevant to the company and making sure there is
limited access (password protection) to such information, companies can make its employees
more secure with the safety of their information. Whether electronic or paper, employee files
deserve to be treated with great care. Establishing security and end-user privileges calls for a
balance of incorporating, HR policy, system knowledge and day-to-day operations.

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4.13 Barriers to HRIS Implementation
With the undoubted benefits of HRIS in organization, it has been seen that many
organizations, especially from the third world countries, are not in the position to enjoy full
benefits. Moreover, the challenges towards effective implementation of HRIS are related with
meeting employees’ expectations loss of personal interaction between HR and the people of
the organization, developing an informational culture and to elaborate an effective change
management approach. Most important barriers and challenges toward effective execution of
HRIS are:
a) Top management’s reluctance
b) Privacy issues for employees, organizational internal resistance to implement HRIS,
c) The conversion cost (from traditional approach to HRIS).
d) Lack of technological knowledge
e) Difficult to maintain HRIS
f) Shortage of IT experts
g) Cost of infrastructural development

4.14 Administrative and strategic implementations of HRIS

In examining the benefits of HRIS there are two extremes, the pure administrative use of
HRIS and its strategic use. Ultimately the goal of both is to increase organizational value.
HRIS efficiency and administrative effectiveness can be described by studies of
administrative HRIS, but the overall efficiency and effectiveness of an organization can only
be reached through strategic deployment of the information provided by an HRIS.
Administrative HRIS is used in day-to-day operations and it is usually in the form of records
that hold employee information. Administrative HR is much more efficient when it is used
with IT because HR professionals are better able to handle large amounts of information
efficiently.
In contrast to administrative HRIS, strategic HRIS is much more difficult to explain and
measure because there is no way to be sure that the benefits are a direct result of strategic
deployment of an HRIS system. Strategic HRIS consists of tools that assist in decision
making. For example strategic decisions may include those associated with recruitment and
retaining employees. Much, if not all, of the administrative information held by HRIS can be
used to analyze an organization and formulate strategies to increase the value of an HRIS.
Some experts also believe that easy access to vital information will become an integrated part

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of many strategic decision-making processes (Kovach, Hughes, Fagan, Maggitti, 2002). But,
the possibilities of strategic deployment still remain useless without a way of getting there.
4.15 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.
a. 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.
b. 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.
c. 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

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firm are collected and evaluated. The steps in the selection process, in ascending order
include preliminary reception of applicants, initial applicant screening, 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.
d. 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.
e. 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,
investigative orientation, social orientation, conventional orientation, enterprise orientation,
and artistic orientation.
f. Performance appraisal process

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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.
g. 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.
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

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to be assigned to each job. Fifth, fine tune pay rates. This involves correcting out-of-line rates
and usually developing rate ranges.
h. Occupational health and safety process
Occupational health and safety process aims at protecting the health and safety of workers by
minimizing work-related accidents and illnesses. Laws and legislations to ensure and observe
general health and safety rules bound employers. More so, rules for specific industries, for
example, mining and rules related to specific hazards, for instance, asbestos have to be
adhered to. The following steps are important in this process. Checking for or removing
unsafe conditions by using checklist to audit a company’s adherence to safety rules that are
guarded against hazards, which cannot be removed. Next, through selection, screening out of
employees who might be accident prone for job in question without compromising the human
right legislation. More so, establishing a safety policy, this emphasizes on the importance of
practically reducing accidents and injuries. Setting specific loss control goals by analyzing
the number of accidents and safety incidents and then set specific safety goals to be achieved.
Enforcing safety rules through discipline and conducting health and safety inspections
regularly by investigating all accidents and near misses, and by having a system in place for
letting employees notify management about hazardous conditions.
4.16 Compensations
Compensation refers to monetary benefits offered and provided to employees in return of the
services they provide to the organization. The monetary benefits include basic salary, house
rent allowance, conveyance, leave travel allowance, medical reimbursements, special
allowances, bonus, Pf/Gratuity, etc. They are given at a regular interval at a definite time.
a) Basic Salary: Basic salary is the money an employee receives from his/her employer
by rendering his/her services.
b) House Rent Allowance: It’s refers to give a definite amount of money to the
employees for their accommodation. This is done to provide them social security and
motivate them to work.
c) Conveyance: It’s granted for conveyance facilities to their employees this is confined
in official duties only for the employees.

d) Leave travel allowance: The employees are given allowances to visit any place they
wish with their families. The allowances are scaled as per the position of employee in
the organization.

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 e) Medical reimbursement: The employees are provided with medi-claims for them
and their family members. These medi-claims include health-insurances and treatment
bills reimbursements.
f) Bonus: Bonus is paid to the employees during festive seasons to motivate them and
provide them the social security. The bonus amount usually amounts to one month’s
salary of the employee.
g) Special allowance: Special allowance such as overtime, credit card facilities, mobile
allowances, commissions, travel expenses, etc is provided to employees.
4.17 Reward
Money or another kind of payment that is given or received for something that has been done
or that is offered for something that might be done is called reward. Rewards and recognition
can be powerful tools for employees’ motivation and performance improvement. Many types
of rewards and recognition have direct costs associated with them, such as cash bonuses and
stock awards, car allowances, paid parking, and gift certificates. Other types of rewards and
recognition may be less tangible, but still very effective. These "non-monetary" rewards
include formal and informal acknowledgement, assignment of more enjoyable job duties,
opportunities for training, and an increased role in decision-making.
4.18 Types of rewards
Most people assimilate "rewards", with salary raise or bonuses, but this is only one kind of
reward, extrinsic reward. Studies proves that sales people prefer pay raises because they feel
frustrated by their inability to obtain other rewards, but this behavior can be modified by
applying a complete reward strategy.
There are two kinds of rewards:
1. Extrinsic rewards: Concrete rewards that employees’ receive.
a) Bonuses: Usually this is paid on annual basis, Bonuses motivates the employees’ to
put in all Endeavors’ and efforts during the year to achieve more than a satisfactory
appraisal that increases the chance of earning several salaries as lump sum.
b) Salary raise: Is achieved after hard work and effort of employees’, attaining and
acquiring new skills or academic certificates and as appreciation for employees’ duty
(yearly increments) in an organization.
c) Gifts: Are considered short-term. Mainly presented as a token of appreciation for an
achievement or obtaining an organizations desired goal.

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 d) Promotion: Promotions tend to effect the long-term satisfaction of employees’. This
can be done by elevating the employees’ to a higher stage and offering a title with
increased accountability and responsibility due to employees’ efforts, behaviour and
period serving a specific organization.
2. Intrinsic rewards: Tend to give personal satisfaction to individual
i. Information/feedback: This type of rewards offers guidance to employees’
whether positive (remain on track) or negative (guidance to the correct path).
ii. Recognition: This type of reward may take the presence of being formal (for
example meeting) or informal (such as a “pat on the back”) to boost employees’
self-esteem and happiness.
iii. Trust/Empowerment: In any society or organization, trust is a vital aspect
between living individuals in order to add value to any relationship.
4.19 Motivational facts on Telecommunication industry
a) Ensuring horizontal and vertical career growth
The industry supports career opportunities internally so that talented employees are placed in
upgraded positions and thereby enables them to deliver their greatest value to the
organization. In addition to vertical career growth, employees may also grow horizontally.
b) Succession planning
Besides encouraging individual employee growth and development, telecommunication
industry also gives effort to identify and retain the human resources who can potentially be
the successors of mission critical roles. Telecommunication sector acknowledges that
succession planning & management is vital to the continued success of the industry.
c) Comprehensive performance management program
This industry has a comprehensive performance management program that evaluates
employees’ yearly performance against business targets at the year-end. This performance
appraisal system is considered as crucial for the sector as this is a very important tool to
identify and distinguish the performers and nonperformers.
d) Grievances and counseling
Since employee’s behavior affects work discipline, HR division always encourages
employees to report if they have any work related grievance. In the industry there is formal
procedure to address the employee grievance. Time to time HR Division also counsels
employees as part of its job as people’s advocate.

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e) Ensuring a decent workplace
The business can grow favorably if the organization enables employees through creating and
maintaining a decent workplace. In a decent work environment where employees can work
with dignity, have the freedom to express opinions, can participate in the decision making
process that affect their lives, and receive equal treatment and opportunity.

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 Chapter Five
HRIS of Telecommunication Industry

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5.1 Employment operations and its activities
Employment operations refer to the day-to-day operations essential to meeting the needs of
employees in the recruitment session for the organization. So employment operations are
about how the company manage day-to-day issues and comply with the legal requirements of
employing people. It covers the thinking, structure and processes behind the people issues
that determine an organization’s success. In recruitment operations, HR staffs are performed
as core level administrators. The tasks they accomplish are generally highly visible to other
employees because they are focused on the daily work issues attributed to the ongoing needs
of an organization. These include vital tasks such as interviewing and hiring, employee
joining, implementing organizational policies, maintaining employment law, resignation of
employees with proper final settlement, compensation and benefit issues. In employment
operations management use and maintain computerized an HR information system which is
named HRIS.
5.2 Key employment operations performing in telecommunication industry
In telecommunication industry the employment operations team is mainly responsible for
post selection activities, because the recruitment team is dealing with pre selection activities
as well as hiring employees. So the key tasks that employment operations team performing in
telecommunication industry are given bellow:
a) On boarding formalities
After successfully passing the medical test recruitment team provides him/her the joining
bunch and informs to come for joining on a specific date. Similarly, recruitment team also
informs the HR operation team to conduct the joining procedure. The joining bunch includes
letter of joining, employee particulars form, and application for employee identification card,
pool phone requisition form, declaration form, bank account information, post-employment
reference check and acknowledgement of the code of conduct.
b) Induction and orientation
Induction is a process of giving an overview about the organization to new employees. Like
other MNCs, HR operations team of telecommunication industry also organizes induction
program where they provide a brief overview about the organization to newly joined
employees for permanent positions. The program is conducted after every two months. The
program is organized for newly joined employees who became a part of Banglalink family
within these two months.

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c) HRIS Management
Like every other sector telecommunication industry has its own HRIS (Human Resource
Information System) that is maintaining various mandatory activities such as leave
verification, attendance maintenance, and profile updates, report preparation for different
department. So the HRIS management is another important task for HR operations team in
telecommunication industry.
d) Employment clarifications
The HR operations team also responsible for providing employment clarifications to
employees regarding different necessary conditions. In this segment the HR operations team
issues NOC (No Objection Certificate) and VISA forwarding letter (Request for VISA
extension) for the purposes of travel request (official and unofficial), pilgrimage, higher study
and other personal reasons of employees.
e) Personnel database management
The HR operations team in telecommunication industry is also responsible for preserving the
employee documents and information into personnel file. So personnel database management
is another important task of HR operations team in telecommunication industry. Here the
team is responsible to create, prepare, arrange and update employee personal files according
to employee ID numbers form HRIS into specific folders. Each personal file is recognized by
that particular employee ID number and department name which are mentioned on the file
and folder.
f) HR Policy and Implementation
Introducing HR policy and implementation according Labor Code 2006 Bangladesh is
another important task of HR operations team in telecommunication industry. In case of
introducing and implementing new HR policy such as attendance policy, leave applying
policy, etc the HR operations team head discussed with the HR & Admin director.
g) Exit formalities
Exit formalities refer to process of quitting from a position. Completing exit formalities under
law code is another major responsibility of HR Operations team in telecommunication
industry. The exit formalities are same for permanent and temporary employees. If any
particular employee wants to resign from his/her position he/she has to give minimum 1
month written notice to HR operations though letter of resignation.
h) Disciplinary issue management
HR operations are closely related with implementation of company policy and practices
according to Labor law. So maintaining the compliance and non-compliance of company

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policy as per Labor law is counted under disciplinary issue management in HR operations.
This operation is divided into three parts. They are:
i. Explanation: When an employee conducts any activity regarding non-compliance of
Labor Law or regarding misconduct then the HR operations team send explanation
letter to him/her to show the cause why he/she did non-compliance activity such as
unauthorized absence, habitual late in or early out, taking leave without approval etc.
ii. Investigation: When convicted employee give reply to HR operations by showing his
cause then the HR operations investigate on that particular case to find out whether
the convicted employee is guilty or not.
iii. Action/warning: Based on the outcome of proper investigation the management takes
the final decision as disciplinary action against the convicted employee. If the
convicted employee find innocent then he/she just receive warning from HR
operations. On the other hand, if he/she find out guilty then the HR operations take
disciplinary action against that employee according to Labor law and company policy.
I) Other HR operations process:
i. Employee transitions of different department (Transfer): HR operations team also
handle the issue of employee transitions among different departments.
Telecommunication industry views transfers as opportunities to provide professional
growth when the employee is exposed to work within various departments/locations.
Transfers generally fall into one of two categories: those initiated by management, or
those made in response to an employee’s request. Transfers initiated by the company
may be necessary to meet business needs. A transfer allowance can be applicable in
cases where the transfer is from one city to another. Transfers requests can also be
initiated by any employee, either as a response to an internal job opening or a change
in personal circumstance or interests. This request is subject to available opportunities
and management approval. Transfer allowance is not applicable in such cases
ii. Confirmation: HR operations team conducts the employee confirmation process. At
first the HR operations informs the line manager about a specific employee to appraise
his/her performance. If performance appraisal is reach above 100% expectation then
that employee get confirmation as a permanent employee. On the other hand, if the
performance appraisal is stay below 100% expectation then HR operations extend the
probation period for that particular employee. In telecommunication industry all
permanent employees will be on probation for the initial 90 days or sometimes for 60
days of employment. This probation period may be extended further for another 30 to

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 90 days only. The employee will be notified at least 7 days before the confirmation
date regarding his/her confirmation/extension/separation of employment.

5.3 Brief description of other HR activities

a) HR operation
Telecommunication industry put HR operation in place to support management and staffs in
achieving their day-today goals. Whether it's determining how many staffs are needed to
deliver services over the next year or how performance will be monitored, HR operation
practices and activities need to be planned to answer the question: "Where is our organization
going and how will it get there?" The HR operation has detailed information that you can use
to develop an operational plan for your human resources practices and activities.
Topics include:
 Employment legislation and standards
 Guideline to developing HR policy
 Properly monitoring the employee performance
 Evaluating employees.
 Maintain employee’s profile
 Keeping the right people
At an operational level, telecommunication industry also needs to be aware of the
interdependencies between operational decisions and HR management practices. Decisions
made on one aspect of human resources often have an impact on another aspect of HR
management.
b) HR organizing and development
This department is solely responsible for providing any sort of training required for the
employee. This team also makes different strategic decisions for the betterment of the
organization. They basically handle and develop core strategy for the organization such as
performance management, training and development and talent management succession
planning.
c) Performance measurement
This is to accurately assess the organization performance and also to develop some
quantifiable measures. Ideally, it clearly identifies those aspects of organization that need
improvement. It also enables to evaluate organization productivity over a set period of time.
In telecommunication industry performance measurement is divided into two major parts
such as performance appraisal and creating a performance centric culture.

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d) Performance Appraisal
Performance appraisals are the assessment of individual’s performance in a systematic way.
It is a developmental tool used for all round development of the employee and the
organization. The performance is measured against such factors as job knowledge, quality
and quantity of output, initiative, leadership abilities, supervision, dependability, co-
operation, judgment, versatility and health.
e) Performance Centric Culture
Performance centric culture is the process of creating a work environment or setting in which
people are enabled to perform to the best of their abilities.
f) HR Remuneration
This unit set the principles and parameters of remuneration policy for the upcoming
employees and as well as for current ones. The overarching purpose of the unit is to
prepare different sort of remuneration packages and aligned with its long term business
strategy, its business objectives, its risk appetite, values and the long term interests of the
organization and recognizes the interests of relevant stakeholders such as preparing salary
administration, salary budgeting, Employee banking , benefits and administration and
employee engagement.

5.4 Challenges of telecommunication industry in Bangladesh

The challenges facing the telecom industry of Bangladesh includes:

a) High competition: High competition in mobile or telecom sector in our country is

one of the main challenges. If we have a look in the primary stage of our telecom
sector, we had only Citycell and Grameenphone and they were operating their
business in own way. They took the first mover advantages but when Banglalink,
Robi, Teletalk, Airtel came to compete in the market then the market became more
competitive and still there exist a high competition in this sector. So to face this
competition/ challenge some of the operators are thinking to merge their business to
survive in the market.
b) Poor economic background: As a least developed or developing country Bangladesh
has a poor economic background where a major portion of our people are living under
the poverty line. So it is difficult to operate such type of business in Bangladesh with
making a remarkable profit. By considering this economic background, the telecom
sector is to fixed the call rate, should reduce tax on SIM
And sacrifice more to operate their business.

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c) Instable political situation: Our previous history tells that Bangladesh is not a
politically stable country. Different types of political violence, pressure of army,
corruption and many more problems make our country instable and also has made this
sector insecure. If we have a look last few year our democracy had face many ups and
downs.
d) High rate of corporate tax: As the economic condition is not good of Bangladesh,
the telecommunication sector is not able to make profit. Moreover they are to pay high
corporate tax which is 40%-45%. It is another major problem or challenge to operate
challenging day by day.
e) SIM tax: In Bangladesh the mobile operator is to pay Tk. 300 as tax in each SIM
from fiscal year 2005-06. Firstly it was Tk. 1200 and later on by considering different
facts it is fixed as Tk. 300. Though tax is to be paid by the subscribers directly but the
company gives incentive to continue the sell the SIM at a lower price in the
competitive market to hold their position. But now it become impossible for their all
the company to carry on this burden. As the growth rate of the subscriber has been
declined, the companies are in challenging position.
f) Import tax: In case of technological perspective, Bangladesh is not good enough. So
mobile phone operators is to transfer or import technologies, handsets and other
equipment related to the telecommunication and for this they are to pay 35% import
tax on it. It is also a great problem for this sector to make profit and survive in the
market.

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 Chapter Six
Data Analysis & Findings

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6.1 Data Analysis
PART I – DEMOGRAPHIC INFORMATION
I) Gender

Particulars Frequency Percentage %

Male 18 60%
Female 12 40%

Gender of the employees

40%
Male
Female
60%

Figure: Gender of the employees

Interpretation:
This shows that most (60%) of the employees at telecommunication industry (according to
my survey) are male. However, there are also some (40%) female workers. I made my survey
among the 12 people out of which 15 are female and remaining 18 people are male.
Telecommunication industry also recruits employees from different religions. This shows a
diversified work team and environment which is better than having uniform workforce as
diversified workforce brings wider range of skills and experience in an industry.

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II) Age

Particulars Frequency Percentage %

20-30 years 15 50
30-40 years 13 43
40-50 years 2 7
Over 50 years 0 0
Total 30 100 %

0% Age
7%

50% 20-30 years

30-40 years
40-50 years
43%
Over 50 years

Figure: Age of the employees

Interpretation:
This shows that most of the employees 50% are aged between 20-30 years old. However,
43% employees are aged between 30-40 years. Besides there is 7% persons of employees
those are aged between 40-50 years.

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III) Education

Particulars Frequency Percentage %

Graduation 10 33
Post Graduation 20 67
PhD 0 0
30 100%

Education
0%

33%

Graduation

67% Post Graduation

Phd

Figure: Education of the employees

Interpretation:
This shows that 33% of the employees completed ‘Graduation’. This indicates that
completing graduation gives possible candidates a higher chance of being selected as an
employee of telecommunication industry by the Recruitment and Selection team. Moreover
there are 67% people who completed Master’s Degree which help them to attain higher
positions in the industry.

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IV) Marital Status

Particulars Frequency Percentage %

Unmarried 14 53
Married 16 47
30 100%

Marital Status

47% Unmarried

53% Married

Figure: Marital status of the employees

Interpretation:
This shows that 53% of the employees are single. However, there are older employees 47%
whose are already married and till now working relentlessly for the telecommunication
industry.

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V) Type of organization

Range Frequency Percentage %

Grameenphone 0 0
Banglalink 7 23
Airtel 5 17
Robi 5 17
Teletalk 13 43
Total 30 100 %

Type of organization Status

0%

23% Grameenphone

43% Banglalink
Airtel

17% Robi
Teletalk

17%

Figure: Type of organization where employees work

Interpretation:
This survey shows that maximum employees are working for the Grameenphone which isn't a
surprising matter because it's one of the oldest (1997) but they don’t public their data and
largest telecom service provider in Bangladesh. Besides 23% employees are working in
Banglalink, 17% employees are involved with Airtel, 17% employees are working in Robi,
and remaining 43% employees working in government owned Teletalk Company.

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VI) Years of experience

Range Frequency Percentage %

Below 5 years 15 50
5-10 Years 9 30
10-15 years 5 17
Above 20 years 1 3
Total 30 100 %

Years of experience
3%

17%
Below 5 Years
5-10 Years
50%
10-15 Years
Above 20Years
30%

Figure: Years of experience of the employees

Interpretation:
I have also tried to find out ‘how long the employees have been working for
telecommunication industry. The graph shows that 50% of the employees have less than 5
years of experience because 92% of the employees are below 30 years old. This indicates that
there is a great opportunity for fresh graduates to work with telecommunication industry.
However, this also means that there will be higher level of competition in terms of getting a
job as there are more likely to be more possible candidates. We also can see that there are
14% employees who are working for the industry in between 5-10 years which is an
indication of their job satisfaction. That's why they are not changing the
industry/organization. There is little number of people who are working with the industry for
more than 10 years even some people are engaged with the industry for more than 15 years.
This is because the industry is offering good working conditions, motivation, incentives and
proper working environment for them.

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VII) Position

Range Frequency Percentage %

Officer 12 40
Senior Officer 4 13
Executive Officer 3 10
Assistant Manager 2 7
Manager 4 13
Others 5 17
Total 30 100 %

Position

Officer
17%
Senior Officer
40%
Executive Officer
13%
Assistant Manager
7%
Manager
10%
13% Others

Figure: Position of the employees

Interpretation: I had the chance to become clear about the current employees’ job position.
From carrying out the questionnaire and talking to employees I found out that there are 40%
employees who are appointed as officer, 13% employees are working in the position of senior
officer, 10% employees are in executive position, 7% are appointed as Assistant manager,
13% are working in Manager Position. Last of all the remaining 17% employees are
appointed in several other positions. It gives a clear indication that telecommunication
industry is trying to make the proper utilization of youth power through involving more and
more energetic youngsters with the industry.

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 PART II – EXPLANATION TYPE QUESTIONNAIRE
II. I) How HRIS can improve H R decision-making more effective?

Particulars Frequency Percentage %

Proper Handling 3 10
Channel Maintenance 3 10
Accurate Information 9 30
Strategic Administration 6 20
Record Keeping 3 10
Using Technology 6 20
Total 30 100 %

How HRIS can improve H R decision-making

more effective
35%
30%
25%
20%
15% 30%
10% 20% 20%
5% 10% 10% 10% How HRIS can improve H R
0%
decision-making more effective

Figure: Effective HR decision-making through HRIS

Interpretation: When the employees are asked this question 10% of them replied that Proper
handling of all internal and external information can be effective to improve HR decision-
making process, another 10% employees referred that integrated resource management &
effective channel maintenance will create a flow in this regard, moreover 30% employees
suggested that by giving right information at the right time I mean maintaining accuracy of
the information can be fruitful here. 20% people listed that the top management should be
strategic in dealing with administrative activities instead of spending working hours dealing
with non-strategic, mundane tasks required to run the administrative side of HR. Very few
people 10% opined that HRIS can improve HR decision making in ways like availability of
information on wide range of data, reducing time consumption in human resource analysis
which is only possible through proper records keeping of all relevant information. According
to the statement of 20% employees increased number of organization's gathering, storing, and
analyzing information through use of different technologies

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II. II) How HRIS has improved the ability to disseminate information?

Particulars Frequency Percentage %

Sharing 5 16.67
Storing 5 16.67
Quality performance 5 16.67
Web portal 4 13.33
Flexible process 8 26.66
Using DBMS 3 10
Total 30 100 %

How HRIS has improved the ability to

disseminate information
30%
20%
27%
10% 17% 17% 17% How HRIS has improved the
13% 10%
0% ability to disseminate
information

Figure: Ability to disseminate information

Interpretation: HRIS allows employees to exchange information with greater ease and
without the need for paper through the provision of a single location for announcements,
external web links, and company policies. Thus sharing information can play vital role here
which is collected from the feedback of 27% employees. 17% employees referred that HRIS
is designed to store information that should be centralized and accessed easily from anywhere
within the company, which also serves to reduce redundancy within the organization. 17%
employees agreed with the statement that quality performance enable employees and
employers to communicate and share official information in a quick and flexible process.
28% employees commented that having a substantial impact on the importance of human
resource departments, leading to a more strategic/managerial role and contributing to the
organization’s competitiveness, as well as creating new paths for HR to add value to the
organization. An effective web portal can make combination among all these things. 17%
employees agreed on the point that with the help of automation, HRIS has made the process
flexible to distribute information easily. Very few people 10% referred that through using the
DBMS (Database Management System) dissemination of information would be more
effective.

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II. III) How HRIS is important for ensuring security concerns?

Particulars Frequency Percentage %

Law Enforcement
Security Information
System Implementation
Secure Confidentiality
Software Maintenance
Cracking Knowledge
Total
5 16.67
6 20
5 16.67
4 13.33
8 26.66
2 6.67
30 100 %

How HRIS is important for ensuring security

concerns
30%
25%
20%
15% 27%
10% 17% 20% 17%
5% 13%
7% How HRIS is important for
0%
ensuring security concerns

Figure: Importance of HRIS for ensuring security

Interpretation:
This shows that 17% employees told that proper enactment and enforcement of laws are
needed for security concerns. 20% people said that providing security related information can
create a flow here. Another 17% people commented that systems are most susceptible to
breaches and other security concerns during the implementation phases. Employers should
work closely with vendors and managers to make sure that security is maintained throughout
implementation phases and as the system become more regularly used. 13% staffs suggested
that HRIS is totally a company's database. Many people 26% agreed with the statement that
using and maintaining software every organization can maintain their security of data with
the help of information technology. 7% people talked about the fact that electronic devices
could be cracked at any time but HRIS would never be cracked by the bad people.

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II. IV) How HRIS help your organization to provide incentives based upon
performance?

Particulars Frequency Percentage %

Encouraging Performance 4 13.33
Showing the Checklist 4 13.33
Affordable HRIS 5 16.67
Target Fulfillment 6 20
Changing View 9 30
Managing Information 2 6.67
Total 30 100 %

How HRIS help your organization to provide

incentives based upon performance
40%
30%
20% How HRIS help your
30%
10% 17% 20% organization to provide
13% 13% 7%
0% incentives based upon
performance

Figure: Ways of providing incentives based upon performance

Interpretation:
This survey shows that 13% staffs told that maintaining HR functions with the help of
sophisticated technology helps the management to observe skills & performance of the
employees that is highly motivating for the efficient performers. 13% employees agreed that
by showing the check list of employee’s performance the organization can provide incentives
based upon performance of the employees. 17% people referred that when a company invest
in an affordable HRIS, it suddenly becomes capable of handling its workforce by looking at
two of the primary components: that of payroll and HR. 20% employees give their consent
that by evaluating the employee's performance on the basis of target fill up they could uplift
their organization for providing incentives judging the performance. Only 30% people said
that HRIS can help to alter the view of employee's performance incentives base from a
“snapshot” approach to a “progressive” approach. Very few people 7% expressed their view
that performance can be easily tracked on the HR databases.

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II. V) How HRIS have increased coordination between HR department and top
administrators?

Particulars Frequency Percentage %

Regular Inspections 5 16.67
Consultation 3 10
Good Linkage 6 20
Reduce Gap 4 13.33
Exchange Information 3 10
Teamwork 9 30
Total 30 100 %

How HRIS have increased coordination

between HR department and top
administrators?
40%
20% How HRIS have increased
20% 30% coordination between HR
17% 10% 13% 10%
0% department and top
administrators?

Figure: Increasing coordination between HR department and top administrators

Interpretation: This shows that 17% staffs o pined that regular inspection would create
linkage between the HR department and top administrators. 10% people expressed their
notion that frequent conversations among all levels of employees facilitate HRIS to convey
information about the HR policies and other information to top management. This helps both
top management and functional department to make right decisions. 20% people give their
opinion that transferring written form is difficult. So if they can store info in computer system
than anyone relating this issue can search from anywhere which is easy and safe. Thus it'll
create good linkage among the employees of all levels. 13 % people suggested that HRIS has
significantly reduced the communication gap from the HR and top administrators and also
has helped HR functions to align itself with the company’s core business strategy. Some
employees (10%) highlighted that making direct interaction between HR department & top
administrators by using intranet and internet based communication for exchanging
information among the employees. 13% people told that HR collects information from
employees of every department that build up the relationship from top to bottom line
employees that create congenital atmosphere for effective teamwork.

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 PART III: YES/NO TYPE QUESTIONNAIRE
III. I) Advantages/disadvantages of installing HRIS in the organization

YES Percentage % NO Percentage %

Meet Expectation 27 90 3 10
Better Utilization 24 80 6 20
Understood HRIS 21 70 9 30
Provide Flexibility 27 90 3 10
Value Addition 27 90 3 10
Effective Promotion 24 80 6 20
Strategic Partner 21 70 9 30
Difficult to Operate 6 20 24 80
Cost Effective 17 56.67 13 43.33
Reduce Employee’s Turnover 27 90 3 10

90% 90% 90% 90%

90% 80% 80% 80%
80% 70% 70%
70% 57%
60% 43%
50% 30% 30%
40% 20% 20% 20%
30% 10% 10% 10% 10%
20% YES %
10%
0% NO %

Figure: Advantages/disadvantages of installing HRIS in the organization

Interpretation:
When the employees are asked to give feedback regarding the advantages and disadvantages
of installing HRIS in the organization based on Yes/No questionnaire 27 employees said
that HRIS have met their expectations whereas remaining 3 employees replied negatively.
Most of the people (24 employees) referred that HRIS could be better utilized and only 6
employees said no. 21 employees told that they know how to use HRIS on the other hand 9
employees said that they don't have any idea how to operate HRIS. That means employees
should provide training for adjusting with HRIS. 27 employees opined that HRIS provide
flexibility for the employees whereas only 3 employees are against this statement. 27
employees mentioned that HRIS has added value to the organization but 3 employees
denied the value addition of HRIS. 24 people remarked that HRIS is effective for better
promotion decisions and 6 employees are dead against off this point. 21 staffs talked about
the fact that HRIS have made HR a more strategic partner on the contrary 9 people opposed
the statement. 6 employees mentioned that they face difficulties to operate HRIS and 24
people referred that they can smoothly use HRIS. When the question arise about the cost
effectiveness of HRIS 17 employees give positive feedback and remaining 13 employees
argued that huge amount of cost is involved with the installment of HRIS. 27 people said

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that HRIS helps to reduce employee’s turnover rate but 3 employees talked about the
increasing turnover rate for the use of HRIS.
PART IV – VARIOUS DIMENSIONS OF HRIS

Disagree

Strongly
Disagree
Strongly

Neutral
s agree

Agree

Agree
Dimension (%)
Availability 3 1 3 6 17
Reduce paperwork. 1 0 1 7 21
Decrease cost. 1 1 5 8 15
Minimize training expenses 3 3 6 3 15
Reduce recruiting expenses. 2 2 12 4 10
Decrease data input expense. 0 5 9 5 11
Clear instruction 0 5 8 9 8
Work independence 1 6 8 11 4
Prioritize employees 0 1 10 14 5
Fair compensation 3 0 14 8 5
Sound work environment 2 4 6 10 8
Employees empowerment 0 3 5 13 9
Work motivation 3 3 5 8 11
Meeting strategic goals 5 3 5 8 9

Figure: Different dimensions of HRIS

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Interpretation:
When the employees are asked to opine their agreement or disagreement on various
dimensions of HRIS, 17 employees strongly agreed about the availability of HRIS whereas 6
employees only agree with the statement and 3 employees abstain from giving opinion on this
point. When the question arise about the reduction of paperwork 21 people strongly agreed
with it and 7 people just agreed on this point but 1 people denied to make any comment.
When it's the concern of decreasing cost 2 employees strongly disagree with the point where
3 staffs disagree with the statement and 5 staffs restrain themselves from making any
comment. On the other hand 8 staffs agreed and 15 staffs strongly agreed with the statement.
When it's the matter of training cost 21 employees strongly disagree with the point and 1
employees only disagree about it. Moreover 1 employee keep themselves away from making
any statement. On the contrary 3 employees agree and 15 employees strongly agree on this
point. 3 people strongly disagreed that implementation of HRIS reduce recruitment expenses,
3 people normally disagree with it and 6 other people were in neutral position. But pleasant
fact is that 5 people are agreed with it. 10 employees strongly agreed about the data input cost
through HRIS whereas 4 employees only agreed with the statement and 12 employees abstain
from giving opinion on this point. When the question arise about the clear instructions using
HRIS 2 people strongly disagree with it and 2 people just disagree on this point but 12 people
denied to make any comment. At the other extreme 5 people give positive feedback and 11
people strongly agree with it. When it's the matter of work independence 0 employees
strongly disagree with the point and 5 employees only disagree about it. Moreover 10
employees keep themselves away from making any statement. On the contrary 13 employees
agree and 9 employees strongly agree here. 6 people strongly disagree that implementation of
HRIS gives priority to the employees, 5 people normally disagree with it and 9 other people
were in neutral position. But pleasant fact is that 22 people are agreed and only 7 people
strongly agreed with it. 3 employees strongly disagree about the fact that they get fair
compensation through the use of HRIS whereas 6 employees only disagreed with the
statement and 11 employees abstain from giving opinion on this point. On the contrary 15
employees agreed about the fair compensation of HRIS and 6 employees strongly agreed
with it. 9 employees strongly disagree with the statement that they get congenital working
environment in the workplace and 3 employees only disagree about it. Moreover 8 employees
keep themselves away from making any statement. On the contrary 12 employees agreed and
11 employees strongly agreed here. When the question arise about the employees
empowerment 5 people strongly disagree with it and 10 people just disagree on this point but

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9 people denied to make any comment. On the other hand 8 people give positive feedback
and 11 people strongly agreed with it. 3 people strongly disagree that implementation of
HRIS works as a motivating factor to the employees, 3 people normally disagree with it and 5
other people were in neutral position. At other extreme 9 people are agree and 12 people
strongly agree with it. When it's the concern of meeting strategic goals using HRIS 5 staffs
strongly disagree with the point where 3 staffs disagree with the statement and 5 staffs
restrain themselves from making any comment. On the other hand 8 staffs agree and 9 staffs
strongly agree with the statement.

6.2 Findings
Human Resource Information System (HRIS) is used to gather and maintain the data that
describe human resources, transforming data into information and then reporting the
information to users. The use of a HRIS would reduce HR costs by automating information
and reducing the need for large numbers of HR employees; by helping employees to control
their personal information; and by allowing managers to access relevant information and
data, conduct analysis, decide, and communicate with others without consulting an HR
professional. Despite having several obvious benefits of this technology, organizations,
especially from developing & under developed countries, are not in the position to enjoy the
full benefits of HRIS due to some obstacles and challenges interrupting the proper
implementation. Two important barriers have been identified, such as; lack of knowledge of
HR department about HRIS and less focus on HR department. The implementation of HRIS
causes some problems such as lack of expertise, technical problems, lack of funds, and time
consumption by the untrained staff. Three major challenges for the organization have also
been marked. First challenge is an inconsistency in the importance attributed to HRIS
resulting difficulties on holding management commitment to the project and in obtaining the
resources necessary to fully develop the new or upgraded HRIS. Second challenge is a
tendency to underestimate the complexity of the HRIS and its impact on the behavior and
processes of the organization. The barrier to user acceptance of the HRIS and the consequent
underestimation of the importance of change management is the final challenge behind the
effective implementation of HRIS in business. In the last few years, the job market has
undergone some fundamental changes in terms of technologies, sources of recruitment,
competition in the market etc.
From observation, face-to-face interview and multiple choice option based questionnaire
some general findings came up with which are as follows:

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a. Lack of work-life-balance
In telecommunication industry it is one of the major problem they don’t have any work life
balance especially in Human Resource Department. Most of the employees in this department
aren’t getting fulfillment from their work. It doesn’t connect to their passion or they are not
happy with their job. Employee engagement levels within this organization are shockingly
low, but that’s just another indicator of this bigger problem.
b. Lack of motivation in contractual employees
One way that managers can motivate employees is to actively involve them in the decision
making process. When workers feel that they are directly tied to the results of the business,
they're often more eager to do their part to help the company. Another common motivation
policy is to offer bonuses or other financial incentives, such as profit-sharing plans. But
unfortunately in telecommunication industry contractual employees did not get handsome
benefits so after they get recruited few months later they lost their motivation which is not a
very good sign for the company.
c. Cultural bridge
Telecommunication industry works as a cultural bridge to tie among the nations of the world.
Especially, the trade and investment routines of the particular country would provide
direction for the strategic partnering companies to serve the specific market.
d. Business linkage
Telecommunication industry uses their networks across Bangladesh to secure connectivity
and utilize their competencies in operational activities.
e. Effective communication
Proper communication and training is provided to the general users made them more
confident in using the software (HRIS). Confusion regarding the software among users was
clarified.
f. Lack of adapting “Going Green Policy”
In "Green Growth, Green Profit," the business benefits and profits from green, or sustainable,
practices. Organizations increase profits, reduce costs and protect the environment with green
practices, green technologies and green goods and materials. Some companies embrace
sustainable business practices from inception, but others make changes to green business
practices through "going green" business policies to change employees' habits and companies'
operations and services. Now a day’s every organization using this policy and
telecommunication industry needs to adapt this sort of policy.

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Other factors are described below:
a. A disadvantage of HRIS involves human error during information input, costly
technology to update in system and malfunctions.
b. There is a demand for computer and technology specialists with general information
technology knowledge, and finding a qualified specialist with human resources
functional area knowledge can be difficult.
c. With such a demand, companies cost to hire an HRIS specialist may be far above the
average salary for a computer technology specialist.
d. Top management is very committed and enthusiastic about development of this
software (HRIS). They considered the project as an investment.
e. The need analysis of the employees isn’t done in an effective way.
f. The team for implementing HRIS is committed to complete the operations
maintaining time, quality and cost parameters.
g. In general, Bangladesh companies and people lack documentation skills and
systematic work process skills. The continuity of work could be lost due to this.
Especially, many of the companies face difficulties in times of employee turnover.
h. Another impact of the lack of methodical approach is difficulties in quality control.

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 Chapter Seven
Recommendations

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7.1 Recommendations
The results concerning the impact of HRIS in telecommunication industry setting are
encouraging, but mixed. The managers overall are satisfied with the system, but don’t yet see
many benefits from its usage outside of its effect on information and information sharing.
Part of the problem may stem from the type of organizations that were sampled. Recruiting,
hiring, and training probably are handled somewhat differently for telecommunication
industry employees as compared to employees of other organizations, so HRIS in its current
form may not yet have had much positive impact in these areas. Yet, it appears that there is
potential for these benefits, as a large majority of the managers believed that the HRIS isn’t
being fully utilized. An indication of another potential problem was revealed in the answers
to open-ended questions on the survey seeking additional feedback. Frequently mentioned by
the respondents was the need for more training on the system. They believed that additional
and better training would lead to better results. Several of the responses also reinforced the
notion that the system was being underutilized and that they were not taking full advantage of
the capabilities. They believed that other applications were needed and that the system could
be more effectively utilized with the addition of some other features that were not currently
part of the system. So, the potential contributions of HRIS are recognized, but further
advances are need before the potential can be realized. According to my work on
telecommunication industry, I have identified some sectors where some development can
happen; here are those,
Steps to be followed in implementing HRIS
The following steps are involved in developing and implementing HRIS--
a. Inception of idea
The first step of HRIS implementation is the inception of the idea. The need of the
telecommunication industry to have HRIS software must be realized and agreed by the top
management. It is an investment and management needs to keep it in mind.
b. Feasibility study
A proper feasibility study will help the management to make the decision based on facts and
figures. As this is an investment the feasibility of HRIS must be assessed.
c. Balancing work-life
Alternate work schedules (flexi time) provide a powerful tool for management that can be
used to fulfill business needs, accommodate a changing workforce, assist with recruitment
and retention, and help employees achieve a better work-life balance.

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d. Benefits and Employee’s motivation
In the light of the findings it’s recommend that management to take initiatives in finding out
which benefits work well and why. This could be done by creating an environment conducive
for information sharing and brain storming.
e. Vendor analysis
Selecting the right software developer is another challenge. The capability, track record and
good will of the developers must be taken into consideration. The requirement of the
organization must be shared with the developers clearly without ambiguity. The existing
processes can be clarified with them, if required.
f. Training
Training usually begins as soon as possible after the contract has been signed. First, the
members of the project team are trained to use the HRIS. Toward the end of the
implementation, the human resource representation will train managers from other
departments in how to submit information to the HRIS and how to request information from
it.
g. Collecting data
Required data to enter in the software should be collected in due process. A team of HR
needs to be deployed to collect data for the software. Data validation is also required. This is
a very critical part of the project.
h. Going Green Policy
Eco-friendly literally means earth-friendly or not harmful to the environment. This term most
commonly refers to products that contribute to green living or practices that help conserve
resources like water and energy. Eco-friendly products also prevent contributions to air, water
and land pollution. Telecommunication industry can engage in eco-friendly habits or
practices by being more conscious of how you use resources reducing extra usage of papers,
bags and many more.
i. Maintenance
Once the software has been installed regular maintenance and performance monitoring is
essential. For effectiveness annual maintenance contract can be signed with the software
development company.
j. Evaluation
After running the software for a certain period of time the performance evaluation will be
done. What value the software has added since its inception needs to be evaluated.

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Chapter Eight
Conclusion

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8.1 Conclusion
Human resources are important asset for telecommunication industry as it is the only face
where if an organization lacks they have to recompense in form of their competitiveness. By
implementing HRIS, telecommunication industry can have ball in their feet. HRIS helps the
organizations in planning their human resources both quantitatively and qualitatively. Being
an information system of human resources, it can store voluminous data about the employees,
that not only helps in identifying the occupied and unoccupied positions but also whether the
person at particular position is fit for the job or not. Other advantages of HRIS include
healthier HR decisions and enhanced supervision and control of manpower. HRIS also helps
in reducing various costs like labour cost, recruitment cost etc. as it is computerized system.
By adding the employee’s information in HRIS and analyzing that information using the
same helps in reducing various costs. Erstwhile these advantages, HRIS exert outstanding
strategic activities by HR managers. These activities include training and development
management, succession planning, applicant tracking in recruitment and selection and
manpower planning, personnel information and identification (attendance tracking, etc.)
salary planning, absenteeism analysis, turnover analysis and work scheduling. These deeds
can be explained as HRIS compares the job position with candidate’s qualification and
capabilities and hence helps in identifying the training to be given to fill this gap.
However, in the case of specific HR tasks, the degree of the support depended on the type of
organization. Larger firms/companies experienced a great deal of HRIS 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, HRIS 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 HRIS need to identify their strategic HR
tasks and organization type before embarking on any HRIS implementation in order to enjoy
the full benefit of using HRIS both to HR professionals and to the organization as a whole.
HRIS also helps in tracking the attendance of the employees to know their regularity and
devotion for the organization. This not only helps in salary planning but performance
management also. It showed that HR professionals agree that the HRIS usage for HR tasks
leads to enhance professional standing in telecommunication industry. This was in line with
HR professionals both provide value to the organization and improve their own standing in
the organization by using HRIS. The implications of this disclosure are that HR professionals

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will need to develop their IT skills and become abreast with HRIS’ technology in order to
remain competitive in the labor market. This means that firms will also need to develop and
plan HRIS training programs for both prospective and existing HR professionals in line with
specific 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).

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 Appendix-I
Book References:
1. Calculating return on investment for HRIS
– By Roberts, B. (1999), Vol. 86, No. 2, pp. 356–36 6.
2. HRIS: A review and model development”
– By Milton Mayfield, Jacky Mayfield and Steve Lunc e (2003) Vol.33,No. 2, pp.
249-264.
3. Human resource information systems: a review and empirical analysis
– By Ngai, E.W.T. and Wat F.K.T. (2006) Vol. 90, No . 1, pp. 144–152.
4 Ball, K. S. (2001). The use of human resource information systems: A
survey. Personnel Review, Vol. 30 No. 6, pp. 677-693.
5 Haines, V.Y., & Petit, A. (1997). Conditions for successful human resource
information systems. Human Resource Management, Vol. 36 No. 2, pp.261-275.
6 Lengnick-Hall, M. L., & Moritz, S. (2003). The impact of e-HR on the human
resource management function. Journal of Labor Research, Vol. 24 No. 3, pp.365-
379.
7 Chatterjee, Saswata, the Impact of Human Resources on the Profitability: Evidence
from the Indian Firms (August 6, 2012). Available at SSRN:
https://ssrn.com/abstract=2125228 or http://dx.doi.org/10.2139/ssrn.2125228
Websites:
1. www.btrc.gov.bd
2. www.teletalk.com.bd
3. www.bd.airtel.com
4. www.banglalinkgsm.com
5. www.grameenphone.com
6. www.robi.com.bd
Reports:
1. Annual report of BTRC 2016-2017
2. Annual report of Grameenphone, 2017
3. Annual report of Banglalink, 2016 - 2017
4. Annual report of Airtel, 2017
5. Annual report of Robi, 2017
6. Annual report of Teletalk, 2016 - 2017
7. Related websites of HRIS
8. Different publications of BTRC
9. Some national & international journals about HRIS

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 Appendix-II
Terms and Acronyms
B2B = Business-to-Business
B ASIS = Bangladesh Association of Software and Information Services
BCC = Bangladesh Computer Council
BCS = Bangladesh Computer Samity
BOI = Board of Investment
BRTA = Bangladesh Rural Telecom Authority
BTRC = Bangladesh Telecom Regulatory Commission
BTTB = Bangladesh Telegraph and Telephone Board
CBS = Core Banking Software
CCOAB = Cyber Café Owners’ Association of Bangladesh
CDBL = Central Depository Bangladesh Limited
CPI = Consumer Price Index
CSR = Corporate Social Responsibly
EPB = Export Promotion Bureau
EPS = Earnings per Share
ERG = Existence Relatedness Growth
FDI = Foreign Direct Investment
FY = Fiscal Year (July to June)
GDP = Gross Domestic Product
HR = Human Resource
HRIS = Human Resource Information Systems
HRP = Human Resource Planning
IBPC = ICT Business Promotion Council
ICT = Information and Communication Technology
IS = Information System
ISP = Internet Service Provider
ISPAB = Internet Service Providers Association of Bangladesh
IT = Information Technology
ITES = IT Enabled Services
ITU = International Telecom Union
JV = Joint Venture
KSA = Knowledge, Skill & Attributes
LFA = Leave Fair Assistance
MIS = Management Information System
MNC = Multi-National Companies
MOICT = Ministry of Science and Information and Communication Technology
NBR = National Board of Revenue
R&D = Research and Development
ROA = Return on Assets
ROE = Return on Equity
SICT = Support to ICT (task force)
SME = Small and Medium Enterprise
VoIP = Voice over Internet Protocol
VSP = VoIP Service Providers

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 QUESTIONNAIRE
This study is a requirement for fulfillment of MBA program at Metropolitan University,
Sylhet. The name of my topic is “Human Resource Information System: A study on
Telecommunication Industry in Bangladesh” The purpose of the study is to determine the
effects of introduction of information system on HR practices in Telecommunication industry
of Bangladesh. The findings will provide the industry with information necessary to help
improve on the employee efficiency and motivation and this will intern improve on
employees’ productivity. This is an academic exercise and all information will be treated with
confidentiality. Your participation is highly appreciated

PART I – DEMOGRAPHIC INFORMATION

Name: …………………………….
1. Gender: □ Male □ Female
2. Age: □ 20-30 □ 30-40 □ 40-50 □ Over 50
3. Education: □ Graduation □ Masters □ PhD
4. Marital status: □ Married □ Unmarried
5. In which organization do you work?
□ GP □ Banglalink □ Airtel □ Robi □ TeleTalk
6. How long have you working in Telecommunication industry?
□ 5 years □ 5-10 years □ 10-15 years □ 15-20 years □ 20 years
7. Designation: □ Officer □ Senior Officer □ Executive □ Assistant Manager □ Manager
□ Others....

PART II – EXPLANATION TYPE QUESTION

i. How HRIS can improve HR decision-making more effective?
Ans:-
ii. How HRIS has improved the ability to disseminate information?
Ans:-
iii. How HRIS is important for ensuring security concerns?
Ans:-
iv. How HRIS help your organization to provide incentives based upon performance?
Ans:-
v. How HRIS have increased coordination between HR department and top
administrators?
Ans:-

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 PART III – YES/ NO TYPE QUESTION

Please tick (✓) the box that best fits your opinion for each statement
YES Percentage % NO Percentage %
Meet Expectation
Better Utilization
Understood HRIS
Provide Flexibility
Value Addition
Effective Promotion
Strategic Partner
Difficult to Operate
Cost Effective
Reduce Employee’s Turnover

PART IV – VARIOUS DIMENSIONS OF HRIS

Please answer this section by (✓) rating the following statements by ticking only one
appropriate box on the side of each question, where 1= strongly disagree, 2 = Disagree, 3 =
fair, 4 = Agree, 5 = strongly agree, which best corresponds with your opinion.
Disagrees

Strongly
Disagree
Strongly

Neutral

Dimension (%)
Agree

Agree
agree

Availability
Reduce paperwork.
Decrease cost.
Minimize training expenses
Reduce recruiting expenses.
Decrease data input expense.
Clear instruction
Work independence
Prioritize employees
Fair compensation
Sound work environment
Employees empowerment
Work motivation
Meeting strategic goals

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THE END

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