Human Resource Information System: A study on Telecommunication Industry of Bangladesh

M
Leading University, Sylhet
2016
Human Resource Information System:
A study on Telecommunication Industry of Bangladesh
Masum Hussain
Leading University, SylhetLeading University, SylhetLeading University, SylhetLeading University, Sylhet

Human Resource Information System: A study on Telecommunication Industry of Bangladesh
A Project report on
Human Resource Information System:
A study on Telecommunication Industry of Bangladesh
Course title: Project
Course code: BUS-699
Submitted to
Department of Business Administration
Supervised by
Mr. Md. Mahbubur RahMr. Md. Mahbubur RahMr. Md. Mahbubur RahMr. Md. Mahbubur Rahaaaamanmanmanman
Assistant Professor (MIS)
Prepared by
Masum HussainMasum HussainMasum HussainMasum Hussain
ID: 1611017021
Program MBA (38th
Batch)
Major: Human Resource Management
Date of Submission: 15 December, 2016

Letter of Transmittal
15 December, 2016
Mr. Md. Mahbubur Rahaman
Subject: Submission of Project Report.
Dear Sir,
With best regard, I am submitting my Project Report on “Human Resource Information
System: A study on Telecommunication Industry of Bangladesh” that you have assigned to
me as an important requisite of MBA program. I have tried my level best to prepare an effective,
informative and creditable report. I hope my contribution will be best evaluated on your sharp
scale of acceptance and analytical remarks.
I would like to express my gratitude for your supportive thoughts and kind consideration in
making this report. At each stage, I have given my best efforts in preparing this report. There is
no doubt that this experience enriches my knowledge in a greater degree. I hope you will find the
report worthy enough. I welcome all your queries and take pride to answer them.
Thanking You
Sincerely yours,
Masum Hussain
ID: 1611017021
Program MBA (38th
Batch)
Major: Human Resource Management

Letter of Acceptance
I am pleased to declare that, Masum Hussain, bearing ID No: 1611017021, Department of
Business Administration, Leading University, Sylhet, has been given with the project topic titled
“Human Resource Information System: A study on Telecommunication Industry of
Bangladesh” for researching and writing a project report on the subject. His work is quite
satisfactory and I am glad to affirm that the entire report work has been conducted under my
direct and active supervision.
Now I am convinced to permit him to defend the same before the respective panel of judges.
I also hope that the project report is an original one and has not been submitted elsewhere
previously for publication in any form. He is sincere, honest and hard working. I hope that this
report work will contribute to his career.
I wish him all the success in life.
Mr. Md. Mahbubur Rahaman

Acknowledgement
Though the project report has to be done individually in a sense of completion of the
credit hours but it is quite impossible to do alone without the sincere and utmost cooperation of
some individuals. It is a very great and unique pleasure to me that I have got a chance to thank
some individuals for their help and encouragement to make the internship successful.
At first I would like to express my gratitude to almighty Allah for creating us in such a
beautiful country like Bangladesh with good health and tenacity of mind to complete the
requirements for the degree. For the mercy of Him, I have got such courage to start this project
report “Human Resource Information System: A study on Telecommunication Industry of
Bangladesh”. I am also grateful to my parents and family members for supporting me and
providing me with the basic necessities of my life since my birth.
With due respect, I would like to thank to the Dean and Head of the Department, Prof.
Md. Nazrul Islam for giving me the opportunity to study in this subject. I would like to express
gratitude to the librarian of Leading University for all his help that I have received.
I extend my most sincere gratitude to my academic supervisor Mr. Md. Mahbubur
Rahaman, Assistant Professor (MIS), Department of Business Administration. I am deeply
indebted to his whole hearted supervision to me during the preparation of project report. His
valuable suggestions & guideline helped me a lot to prepare the report in a well-organized
manner.
Besides, I am also grateful to the researchers, writers whose books, articles, thesis papers,
and journals that helped me to prepare my project report successfully.
At last but not the least, without the help of my friends, classmates and senior brothers
and sisters it was quite impossible for me to prepare such kind of report. They gave me necessary
information about this topic which was unknown to me. So, I would like to give thanks to all of
them.

Executive Summary
In today’s organizations Human Resource is considered as one of the key resources of
business organizations. The transaction processing layer of information system (IS) in human
resource function deals with routine activities like attendance recording and payroll calculations.
The operational level activities also include maintaining the employee records which is used as a
basis for strategic layers. With the growing importance of human resource management and
increasing size of the organizations, maintenance of employee related data and generating
appropriate reports are the crucial aspects of any organization. The Human Resource Information
System (HRIS) is a collection of men, tools, procedures and software to perform various
business tasks at various levels in the organization. Many organizations have separate MIS
departments which are involved in maintaining records, performing transactions, report
generations and consolidation of the important information which will be supplied to the various
levels of the management. MIS has three basic levels: operational, middle management and top
management where the information is passed from bottom to top. This report is an attempt to
design an information system for Bangladesh telecommunication industry, which involves
attendance capturing & recording system which will be used in monitoring the staff, control over
the irregularities and reporting to the top management and show how it is useful in decision
making. This paper is an attempt to highlights the role of information systems in Human
Resource Management and show how it helps in taking management decisions related to
management function especially for the top management.
Today, the world has undergone massive changes: the Internet bubble has come and
gone, and emerging countries such as China and India have become prominent global users and
providers of ICT equipment and services. Struggling to emerge from the financial crisis,
developed economies are striving to return to higher levels of growth and competitiveness while
fighting stubbornly high unemployment rates, especially among their youth. Both emerging and
developed economies are focusing on innovation, competing globally for talent, resources, and
market shares. Information flows and networks have spread across borders in ways that could not
be imagined before the onset of the Internet, the global adoption of mobile telephony and social
networks, and the rapid growth of broadband. Business models have been redefined, the
workplace has been redesigned, small start-ups have evolved into large companies, and entire
functions of society (education, health, security, privacy) are being rethought. Apart from these
HRIS has various advantages and the most crucial is the employee retention as employees as
themselves crucial for the organizations; it is also ratified by all that an HRIS blunt the edge of
staff attrition by providing HR officers with the information they need. Human resource planning
(HRP) is generally overlooked in most organizations as the importance of HRP is not
acknowledged everywhere. HRP as the process of forecasting the demand and supply human
resource and recruiting the correct number of employees, with right skills (as per the job) as per
the need of the organization.

Table of contents
Subjects pages
Letter of Transmittal
Letter of Acceptance
Acknowledgement
Executive Summary
Chapter one (Introduction) ...............................................................(01-06)
1. Foreword ............................................................................................................ 02
2. Background of the study .................................................................................... 03
3. Statement of the Problem ................................................................................... 03
4. Objectives of the study ...................................................................................... 03
a. Broad objective ...................................................................................... 03
b. Specific objectives ................................................................................. 03
5. Methodology of the study .................................................................................. 04
a. Research design ..................................................................................... 04
b. Data Collection method ......................................................................... 04
c. Sampling technique ............................................................................... 05
6. Scope of the study ............................................................................................. 05
7. Limitations of the study ..................................................................................... 06
Chapter two (An overview of Telecommunication industry) ........ (07-19)
1. History of Telecommunication ......................................................................... 08
2. Milestones of telecom sector in Bangladesh .................................................... 08
3. Mobile phone operators .................................................................................... 09
a. Grameenphone ..................................................................................... 10
b. Banglalink ............................................................................................ 12
c. Robi ...................................................................................................... 14
d. Citycell ................................................................................................. 15
e. Airtel ................................................................................................... 17
f. Teletalk ................................................................................................ 18

Chapter three (Theoretical Framework of HRIS) ................................... (20-35)
1. Introduction .................................................................................................... 21
2. Definition of Terms ........................................................................................ 21
3. Why HRIS is important? ................................................................................. 22
4. Views of Human Resource Information Systems ........................................... 22
5. Evaluation and development of HRIS ............................................................ 23
6. Components of HRIS ...................................................................................... 24
7. Users of HRIS applications ............................................................................. 24
8. Functions of HRIS .......................................................................................... 25
9. Modules of HRIS ............................................................................................ 26
10. Roles of HRIS in companies .............................................................................. 27
11. Benefits of HRIS in companies .......................................................................... 27
12. Security of HRIS ................................................................................................ 28
13. Barriers to HRIS Implementation ...................................................................... 28
14. Administrative and strategic implementations of HRIS .................................... 29
15. HRM processes .................................................................................................. 29
16. Compensations ................................................................................................... 32
17. Reward ............................................................................................................... 33
18. Types of rewards ................................................................................................ 33
19. Motivational facts on Telecommunication industry ........................................... 34
Chapter Four (HRIS of Telecommunication industry) .......................... (36-43)
1. Employment operations and its activities ....................................................... 37
2. Key employment operations performing in telecommunication industry ...... 37
a. On boarding formalities ...................................................................... 37
b. Induction and orientation .................................................................... 37
c. HRIS Management .............................................................................. 37
d. Employment clarifications .................................................................. 38
e. Personnel database management ....................................................... 38

f. HR Policy and implementation ........................................................ 38
g. Exit formalities ................................................................................ 38
h. Disciplinary issue management ....................................................... 38
i. Other HR operations process ............................................................ 39
3. Brief description of other HR activities ....................................................... 39
4. Performance analysis by Porter’s five forces model .................................... 41
a. Threat of Rivalry ............................................................................... 41
b. Threat of New Entrants ..................................................................... 41
c. Threat of Substitute Products ............................................................ 42
d. Bargaining Power of Buyers ............................................................ 42
e. Bargaining Power of Suppliers ........................................................ 42
5. Challenges of telecommunication industry in Bangladesh ........................... 43
Chapter Five (Data Analysis and Findings) ................................ (44-63)
Chapter Six (Recommendations and Conclusion) ...................... (65-67)
Appendix
1. Bibliography
2. Questionnaire
3. Terms and acronyms

Page 1
Chapter OneChapter OneChapter OneChapter One
(Introduction)(Introduction)(Introduction)(Introduction)
1.Foreword
2.Background of the study
3.Statement of the Problem
4.Objectives of the study
a. Broad objective
b.Specific objectives
5.Methodology of the study
a. Research design
b.Data collection method
c. Sampling technique
6.Scope of the study
7.Limitations of the study

Page 2
Foreword
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 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.

Page 3
Background of the study
As a requirement of the completion of the post-graduation of Business Administration
degree under direct supervision of my project report supervisor Mr. Md. Mahbubur Rahaman.
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.
Statement of the problem
While human resources are undoubtedly one of the key driving factors of an organization,
procurement and proper utilization are one of the most studied areas; doubts may arise on the
effectiveness of human resources. While lack of it causes dysfunction, its inefficiency does not
result in lasting sustainability of the organization. The effects of HRIS on employee’s
performance depend on proper utilization of the system. Many companies go through a process
of comparing and evaluating several HRIS packages using a team of analysts or managers from
the various departments affected HR, Payroll, Benefits, Employee Relations, Training and so on.
As this team prepares its evaluation criteria and reviews HRIS features, much is learned about
the goals and values of the various departments. There are three primary activities in an HRIS
implementation configuring the HRIS for the firm‘s business processes and policies, interfacing
data with other systems and converting historical data into the HRIS, and preparing the
organization for the new HRIS. An HRIS comes with built-in processes for most HR activities,
but firms will need to customize the system to process according to their specific needs. Studies
have also shown that human resource practices using information system and the methods of
administration affect employee’s performance.
Objectives of the study
a. Broad objective
The main objective of the study is to gather knowledge about Human Resource
Information System.
b. Specific objectives
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

Page 4
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.
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.
Methodology of the study
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.
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:
i. Online questionnaire to reduce time and efforts of the employee’s
ii. Observation
iii. Frequent conversation with the officers of telecommunication service providers
(Grameenphone, Banglalink, Airtel, Robi, Teletalk, Citycell)
b) Secondary sources:
i. Annual report of BTRC 2014-2015
ii. Annual report of Grameenphone, 2015
iii. Annual report of Banglalink, 2015
iv. Annual report of Airtel, 2015
v. Annual report of Robi, 2015
vi. Annual report of Teletalk, 2015
vii. Annual report of Citycell, 2015
viii. Related websites of HRIS
ix. Different publications of BTRC
x. Some national & international journals about HRIS

Page 5
Sampling technique
a) Elements: Branch Manager, Executives and Officers of existing telecommunication
service providers (Grameenphone, Banglalink, Airtel, Robi, Teletalk, Citycell)
a) Sampling size: Sample size of this study is 50 officers including branch manager,
executives and officers of telecommunication service providers (Grameenphone,
Banglalink, Airtel, Robi, Teletalk, Citycell)
b) 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.
c) Data collection period: The necessary data have been collected from 1st
October to 03rd
December, 2016. The study covers HRIS practices of Telecommunication industry of
Bangladesh.
d) Techniques of analysis: The data have been tabulated and analyzed with the help of MS
Excel.
e) Data Presentation: I have used graph, pie chart, bar diagram, and tableto analyze the
data.
f) Data collection area: Data have been collected from telecommunication service
providers (Grameenphone, Banglalink, Airtel, Robi, Teletalk, Citycell)
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,
Citycell). For this purpose I have visited most of the customer 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 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.

Page 6
Limitations of the study
For the purpose of acquiring data for the study I faced some constraints that are listed below:
i. 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.
ii. Another limitation of this study is the Telecommunication industry’s policy of 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.
iii. 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.
iv. The personnel of the customer centres are usually busy with their daily activities and
routine tasks; therefore interacting with them during their office hours is difficult
sometimes.

Page 7
Chapter TwoChapter TwoChapter TwoChapter Two
(An overview of Telecommunication(An overview of Telecommunication(An overview of Telecommunication(An overview of Telecommunication IIIIndustry)ndustry)ndustry)ndustry)
1.History of Telecommunication
2.Milestones of telecom sector in Bangladesh
3.Mobile phone operators
a)Grameenphone
b)Banglalink
c)Robi
d)Citycell
e)Airtel
f) Teletalk

Page 8
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, its 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.
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.
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.

Page 9
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 Teleco.
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.
Mobile phone operators
Company name Brand name Subscribers (January 2016)
1. Grameenphone Ltd Grameenphone 56.204 million
2. Sheba Telecom Ltd Banglalink 32.368 million
3. Axiata Bangladesh Ltd Robi 27.795 million
4. Airtel Bangladesh Ltd Airtel 10.510 million
5. Pacific Bangladesh Telephone Ltd Citycell 00.867 million
6. Teletalk Bangladesh Ltd Teletalk 04.211 million
Total 131.956 million
Source: Bangladesh Telecommunication Regulatory Commission (BTRC)

Page 10
Type Limited
Industry Mobile Telecommunication
Founded 1997
Headquarters GPHOUSE, Basundhara, Baridhara, Dhaka-1229. Bangladesh
Key people Tore Johnsen, CEO
Products Telephony, EDGE, GSM
Revenue 104,754 Million BDT (2015)
Net income after tax 19,707 Million BDT (2015)
Parent Telenor 55.8%, Grameen Telecom 34.2% & Public 10%
Website www.grameenphone.com
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.
Products offered: Grameenphone offering the following products in Bangladesh.
• 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. Xplore Postpaid is the
name of its post paid service.

Page 11
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.
BillPay: A service to enable users to pay their utility bills Electricity/Gas through
mobile.
CellBazaar: Services to enable user’s sells or buy products through mobile or internet.
Various other services like Stock Information, Instant Messaging, SMS Based
Alerts/Services, Voice-based Services, Downloads, Music, Cricket updates, Web SMS,
and Mobile Backup etc.
Other Activities
Village phone
Grameenphone Centers
Community Information Centre
Awards
1. 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.
2. In 2002, Grameenphone was adjudged the Best Joint Venture Enterprise of the Year at the
Bangladesh Business Awards.
3. 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.
4. In the next year, 2007, Grameenphone was again presented with the same award for its
`HealthLine Service’ at the 3GSM World Congress held in Barcelona, Spain, in February.

Human Resource Information System: A study on Telecomm
Sheba Telecom Ltd.: Branded as 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 MD and CEO.
Products Telephony and GPRS.
Parent Orascom Telecom.
Website www.banglalinkgsm.com
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 Telecom. 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.
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.
Products offered
1. Prepaid packages
Banglalink currently offers two prepaid plans. All the prepaid plans come in two phases
Standard (T&T incoming and outgoing with NWD and ISD) and M2M. All connections
provide GPRS to subscribers.
• desh, with the slogan Ek desh Ek Rate!
cheapest prepaid plans in the country by tariff. Users of desh can call any mobile operator
at 0.45 taka (excluding VAT) during 12 AM to 5 PM. It also has three FnF numbers. desh
was launched on September 14, 2006.
Page 12
Sheba Telecom Ltd.: Branded as Banglalink:
Telecommunication
November, 1996
64 Districts of Bangladesh.
Tiger House, House # SW(H)04, Gulshan Avenue, Gulshan Model Town,
Dhaka, Bangladesh.
MD and CEO.
Telephony and GPRS.
Orascom Telecom.
www.banglalinkgsm.com
is the second largest cellular service provider in Bangladesh after Grameenphone.
diary of Orascom Telecom. Banglalink had 1.03 million connections until December,
end of 2006, making it the fastest growing operator in the world of that year.
Banglalink currently offers two prepaid plans. All the prepaid plans come in two phases
Ek desh Ek Rate! (means one country one rate!
was launched on September 14, 2006.
unication Industry of Bangladesh
Tiger House, House # SW(H)04, Gulshan Avenue, Gulshan Model Town,
is the second largest cellular service provider in Bangladesh after Grameenphone.
diary of Orascom Telecom. Banglalink had 1.03 million connections until December,
end of 2006, making it the fastest growing operator in the world of that year. In August, 2006,
Banglalink currently offers two prepaid plans. All the prepaid plans come in two phases—
country one rate!), is one of the

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• 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.
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.
2. 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.
3. 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.
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:

Page 14
Banglalink sales & care centres
Banglalink points
Banglalink service points
Banglalink care lines
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
(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
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.
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

Page 15
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.
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.
Awards/ Achievements
Robi Axiata Limited, the leading mobile phone operator of the nation, has received
“Star News HR excellence awards for innovation in HR”.
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”.
Pacific Bangladesh Telephone Ltd.: Branded as Citycell
Type Limited
Founded 1989
Headquarters 8th FloorPacificCenter, 14, Mohakhali C/A, Dhaka, Bangladesh
Key people Mehboob Chowdhury (CEO), David Lee (COO)
Products Telephony, CDMA
Revenue 891Million USD
Parent Pacific Motors Limited, Pacific Traders Limited, Pacific Industries
Limited, Far East Telecom Limited, SingTel Asia Pacific, Investments Pte
Ltd, SingTel Consultancy Pte Ltd, Singapore Telecom Paging Pte Ltd.
Website www.citycell.com

Page 16
Citycell (Pacific Bangladesh Telecom Limited) is the first mobile communications company of
Bangladesh. It is the only CDMA network operator in the country. As of January 2016,
Citycell’s total mobile subscriber base is 0.86 million. Citycell is currently owned by Singtel
with 45% stake and the rest 55% owned by Pacific Group and Far East Telecom. By the end of
2007 Citycell had refurbished its old brand identity and introduced a new logo and corporate
identity; the new logo is very reminiscent of the old logo. However the slogan has remained
unchanged “because we care”
Products Offered
Citycell offers prepaid, post-paid and fixed phone plans. Since Citycell operates in
CDMA, RIM’sare usually sold with a phone mostly cheap Chinese set produced by ZTE,
Huawei, Samsung, Motorola and Alcatel. Citycell currently has the cheapest phone connection
tariff at 1399 taka.
Prepaid
The current only prepaid plan is branded as Citycell One. Citycell started offering
prepaid plans from 2003. It was the first to offer a prepaid plan with BTTB connectivity in
the same year. In 2005, it launched the Aalap Call Me plan- the first phone plan with
negative tariff in the country. In this plan customers get credit added to their balance when
they receive calls from other Citycell subscribers. In the same year, Citycell launched Aalap
Super plan. Subscribers of this plan could make free calls to other Citycell subscribers during
late night hours. This espoused numerous copycat products from its competitors. Later that
year the national telecoms regulator ordered all phone companies to cease offering free call
facility. In 2006, Citycell launched Hello 0123 plan. The name 0123 signified tariff of Tk 0
for calls to one Citycell number of the subscriber’s choice, Tk 1 for calls to two other
Citycell numbers, Tk 2 for calls to all other Citycell numbers and Tk 3 for calls to all other
networks. This plan was followed up with a string of other spinoff plans that continued into
2007.
Post-paid
The post-paid plan is branded as Citycell One. The Postpaid subscribers enjoy 4 FnF
numbers to other operators, 30 sec pulse applicable for all outgoing, Zoom Data service etc. in
additional. Recently in Int. Trade fair 2009, Citycell Introduced a new postpaid service called
VOICE-DATA plan with cheaper tariff voice call and sms on any operator and BTTB (NWD)
and 0.25 Tk/minute voice call and sms on any Citycell Number.
Citycell Zoom
Citycell Zoom is a data plan where the customer receives an internet dongle to surf the
web where ever the Citycell network is present. Customers have a choice of Citycell Zoom and
Citycell Zoom Ultra. Zoom comes with a choice of prepaid or postpaid. Zoom comes with

Human Resource Information System: A study on Telecomm
either one of two models, Huawei EC321 or ZTE MG880+. Zoom Ultra uses better technology
particularly it uses EV-DO technology.
Zoom Ultra. Citycell Zoom along with Grameenphone’s vers
as the best in the portable internet service section in Bangladesh.
Customer Care Centre
There are 6 Customer care centers of Citycell in the country. One for each division and there
are another 500 Customer care Points
Airtel Bangla Ltd. Branded as Airtel
Type Private
Founded 2005
Headquarters House 34, Road 19/A, Banani, Dhaka 1213, Bangladesh
Key people Chris Tobit, CEO
Products Telephony, EDGE, GPRS,
Revenue US$ 2.58 billion,
Parent Bharti Airtel 70% and Warid Telecom 30%
Website www.bd.airtel.com
Airtel Bangladesh Ltd. is a GSM
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$300 million. Bharti Airtel Limited will take management control of the company and its
board, and rebranded the company’s services under its own Airtel brand from 20 December
2010. The Bangladesh Telecommunication Regulatory Commission approved the deal on Jan
4, 2010.
In January 2010, Bharti Airtel Limited, Asia’s leading integrated telecom services provider,
acquired 70% stake in Warid Telecom, Bangladesh, a subsidiary of the UAE
Group.
Page 17
DO technology. ZTE Ultra Modem AC2726 is the dongle given with
Zoom Ultra. Citycell Zoom along with Grameenphone’s version of this technology is regarded
as the best in the portable internet service section in Bangladesh.
are another 500 Customer care Points scattered around the country.
Airtel Bangla Ltd. Branded as Airtel
Telecommunication
House 34, Road 19/A, Banani, Dhaka 1213, Bangladesh
Chris Tobit, CEO
Telephony, EDGE, GPRS, GSM
US$ 2.58 billion,
Bharti Airtel 70% and Warid Telecom 30%
www.bd.airtel.com
is a GSM-based cellular operator in Bangladesh. Airtel Bangladesh is
phone carrier to enter the Bangladesh market, and launched commercial
Bharti Airtel Limited will take management control of the company and its
acquired 70% stake in Warid Telecom, Bangladesh, a subsidiary of the UAE
unication Industry of Bangladesh
ZTE Ultra Modem AC2726 is the dongle given with
ion of this technology is regarded
based cellular operator in Bangladesh. Airtel Bangladesh is
phone carrier to enter the Bangladesh market, and launched commercial
Bharti Airtel Limited will take management control of the company and its
acquired 70% stake in Warid Telecom, Bangladesh, a subsidiary of the UAE-based Abu Dhabi

Page 18
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.
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 post paid
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.
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

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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 Rakhun” (“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.
Services
1. 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
2. Postpaid packages
Standard/ Rajanigandha
Shapla
3. Corporate service
Prepaid packages
Post-paid packages
4. Mobile internet service
Achievements
Teletalk is the only operator in Bangladesh (Owner: 100% Bangladesh Government) with
100% native technical and engineering human resource base.

Page 20
ChapterChapterChapterChapter ThreeThreeThreeThree
(Theoretical Framework of HRIS)(Theoretical Framework of HRIS)(Theoretical Framework of HRIS)(Theoretical Framework of HRIS)
1. Introduction
2. Definition of Terms
3. Why HRIS is important?
4. Views of Human Resource Information Systems
5. Evaluation and development of HRIS
6. Components of HRIS
7. Users of HRIS applications
8. Functions of HRIS
9. Modules of HRIS
10.Roles of HRIS in companies
11.Benefits of HRIS in companies
12.Security of HRIS
13.Barriers to HRIS Implementation
14.Administrative and strategic implementations of HRIS
15.HRM processes
16.Compensations
17.Reward
18.Types of rewards
19.Motivational facts on Telecommunication industry

Page 21
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.
Definition of terms
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.
Information System
A combination of hardware, software, infrastructure and trained personnel organized to facilitate
planning, control, coordination, and decision making in an organization.
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.
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

Page 22
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.
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 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.
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

Page 23
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.
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 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

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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.
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.
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.
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

Page 25
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
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.
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.

Page 26
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.
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.
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.

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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, 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.
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 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

Page 28
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.
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.
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

Page 29
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
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 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.
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

Page 30
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 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,

Page 31
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
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

Page 32
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 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.
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.

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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.
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.
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.
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.
Bonuses: Usually this is paid on annual basis, Bonuses motivates the employees’ to
put in all Endeavours’ and efforts during the year to achieve more than a satisfactory
appraisal that increases the chance of earning several salaries as lump sum.
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.

Page 34
Gifts: Are considered short-term. Mainly presented as a token of appreciation for an
achievement or obtaining an organizations desired goal.
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.
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 counselling
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

Page 35
address the employee grievance. Time to time HR Division also counsels employees as part of its
job as people’s advocate.
e) Ensuring a decent workplace
The business can grow favourably 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.

Page 36
Chapter FourChapter FourChapter FourChapter Four
(HRIS of(HRIS of(HRIS of(HRIS of Telecommunication IndustryTelecommunication IndustryTelecommunication IndustryTelecommunication Industry))))
1) Employment operations and its activities
2) Key employment operations performing in
telecommunication industry
a) On boarding formalities
b) Induction and orientation
c) HRIS Management
d) Employment clarifications
e) Personnel database management
f) HR Policy and Implementation
g) Exit formalities
h) Disciplinary issue management
i) Other HR operations process
3) Brief description of other HR activities
4) Performance analysis by Porter’s five forces model
a) Threat of Rivalry
b) Threat of New Entrants
c) Threat of Substitute Products
d) Bargaining Power of Buyers
e) Bargaining Power of Suppliers
5) Challenges of Telecommunication industry in Bangladesh

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