Body

Table of ContentsChapter 1: Overview of Telecommunication Industry....................................................................3

2.1. Grameen Phone.....................................................................................................................3

2.2. Banglalink.............................................................................................................................4

2.3. Robi.......................................................................................................................................4

2.4. City cell.................................................................................................................................5

2.5. Airtel.....................................................................................................................................6

Chapter 2..........................................................................................................................................8

2.1. Introduction of the Report....................................................................................................8

2.1.1. Rational of the study......................................................................................................8

2.1.2. Statement of the problem..............................................................................................8

2.1.3. Scope and Delimitation.................................................................................................9

2.1.4. Objectives of the study................................................................................................10

2.2. Review of Related Literature..............................................................................................10

Chapter 3........................................................................................................................................13

3.1. Methodology of Study........................................................................................................13

Chapter 4........................................................................................................................................14

4.1. Analysis and Interpretation.................................................................................................14

Chapter 5........................................................................................................................................17

5.1. Findings of Study................................................................................................................17

Chapter 6........................................................................................................................................17

6.1. Recommendation................................................................................................................17

Chapter 7........................................................................................................................................18

7.1. Conclusion..........................................................................................................................18

Chapter 8........................................................................................................................................20

8.1. References...........................................................................................................................20

Chapter 9........................................................................................................................................22

9.1. Appendix.............................................................................................................................22

1 | P a g e

PART-1

2 | P a g e

Chapter 1: Overview of Telecommunication Industry

2.1. Grameen Phone

Grameenphone Ltd. is the leading mobile communication company in Bangladesh; providing

value added products and services to bring quality in life. GP is the pioneer to bring in modern

telecommunication technology and introducing state of the art product and services in the

telecom industry in the country. Our key principles encompass a passion for our subscribers;

valuing ideas and encouraging initiatives; emphasizing mutual trust and respect; promoting team

work and building partnership towards success. If you share similar values and have the passion

for a rewarding career in line with our rapid growth then we are the right organization to work

together towards excellence. Grameenphone is an equal opportunity employer offering

competitive remuneration, attractive employee benefit and friendly working environment.

Grameen Phone (GP) started operations in 1997. In 2009, GP offered 69,439,400 ordinary shares

at BDT 10 (US$. 014) each, in addition to a BDT 60 (US$ 0.871 premium, totaling BDT 4.86 bn

(US$ 70.lSmn) & got Listed on OSE & CSE. Quickly after its inception in 1997, GP established

itself as the leading mobile operator in the country by providing superior coverage and better

network quality perception than its competitors. GP was the first mobile operator to introduce

prepaid mobile connections in Bangladesh in 1999. Apart from internet services through EDGE,

Crameenphone is also the only medium through which Cell Bazaar operates a service where

people can buy and sell products through a mobile. It also operates a telemedicine service called

Health line, It provides a host of other VAS services including ringtones, welcome tunes, SMS-

MMS, instant messaging, sports-news updates, stock market updates, electronic ticketing service

etc. OP plans to introduce mobile banking services in the country once the regulations are in

place.

Head quartered in Ohaka, Bangladesh. Grameen Telecom ("GTC') is a not-for-profit company in

Bangladesh, working in collaboration with Grameen Bank, winner of the Noble Peace Prize in

2006, along with Professor Muhammad Yunus. GE's mandate is to provide, easy access to GSM

cellular services in rural Bangladesh and create new opportunities for income generation through

self-employment by providing villagers, mostly poor, rural women, with access to modern

3 | P a g e

information and communication-based technologies Grameeriphone still maintains leadership in

the enterprise and mass market with the highest (44%) market share. Grameenphone do have

very good focus in data market. The introduction of 3G in 2010 is also on the cards. tv'oreover

they provide data cards with enhanced Micro SD features, Internet mini-pack for economy data

users etc. GP plans to introduce mobile banking in Bangladesh and working with Central Bank

of Bangladesh to develop a regulation for the business- This is a potentially lucrative business

given its large subscriber base, increasing remittance inflows (over USD 10bn '09) and an

estimated only 5% of the 150 mn population having bank accounts.

2.2. Banglalink

Banglalink GSM Ltd. provides mobile telephony services in Bangladesh. It offers prepaid and

post-paid mobile connection services. The company also provides various value-added services,

such as call forwarding/divert, call waiting/call holding, call barring, caller line identification

presentation, voice mail, short messaging, ring tone and logo downloads, conference call, picture

messages, and instant recharge. The company was founded in 1998 and is based in Dhaka,

Bangladesh. Banglalink GSM Ltd. operates as a subsidiary of Orascom Telecom Holding S.A.E.

Banglalink GSM Ltd. was formerly known as Sheba Telecom Pvt Ltd. As a result of acquisition

of Sheba Telecom Pvt Ltd. by Orascom Telecom Holding S.A.E., Sheba Telecom Pvt Ltd.'s

name was changed. As of September 2, 2004, Banglalink GSM Ltd. operates as a subsidiary of

Orascom Telecom Holding S.A.E

2.3. Robi

Robi Axiata Limited is a joint venture company between Axiata Group Berhad, Malaysia and

NTT DOCOMO INC, Japan. It was formerly known as Telekom Malaysia International

(Bangladesh) which commenced operations in Bangladesh in 1997 with the brand name AKTEL.

On 28th March 2010, the service name was rebranded as ‘Robi’ and the company came to be

known as Robi Axiata Limited. Robi is truly a people-oriented brand of Bangladesh. Robi, the

people's champion, is there for the people of Bangladesh, where they want and the way they

want. Having the local tradition at its core, Robi marches ahead with innovation and creativity.

4 | P a g e

To ensure leading-edge technology, Robi draws from the international expertise of Axiata and

NTT DOCOMO INC. It supports 2G voice, CAMEL Phase II & III and GPRS/EDGE service

with high speed internet connectivity. Its GSM service is based on a robust network architecture

and cutting edge technology such as Intelligent Network (IN), which provides peace-of-mind

solutions in terms of voice clarity, extensive nationwide network coverage and multiple global

partners for international roaming. It has the widest International Roaming coverage in

Bangladesh connecting 600 operators across more than 200 countries. Its customer centric

solution includes value added services (VAS), quality customer care, easy access call centers,

digital network security a Robi Corporate.

Robi Corporate is founded on a robust network employing cutting-edge technology providing the

ultimate solutions in terms of voice clarity; a continuously expanding nationwide network

coverage; abundant international roaming global partners; popular value added services (VAS);

quality easy-access corporate customer care; competitive and tailored tariff plans and specific

billing. The Corporate Strong-arm of Robi is committed to keeping you ahead of the rest.

2.4. City cell

Citycell (Pacific Bangladesh Telecom Limited) is Bangladesh’s and South Asia’s pioneering

mobile communications company and the only CDMA mobile operator in the country. Citycell is

a customer-driven organization whose mission is to deliver the latest in advanced

telecommunication services to Bangladesh. The company offers a full array of mobile services

for consumers and businesses that are focused on the unique needs of the Bangladeshi

community. Citycell’s growth strategy is to integrate superior customer service, highest

standards of technology and a choice of packages at affordable rates. Citycell is focused on

innovation and creating new ways for customers to stay in touch and to do business. Citycell is

offering a wide range of competitive pre-paid and post-paid mobile packages as well as Value

added services.

5 | P a g e

Chronology of Citycell’s Achievements:

Aug-08 Citycell achieves network coverage in all 64 Districts of Bangladesh.

Jan-01 1st mobile operator in Bangladesh to set-up communications backbone from

Dhaka to Chittagong.

Mar-99 1st mobile operator in Bangladesh to adopt CDMA technology.

2.5. Airtel

Bharti Airtel Limited (Bharti Airtel) is a provider of an integrated telecommunication service,

based in India. The company is principally involved in the business of operating telecom services

in the Indian Subcontinent. The company’s telecommunication business is broadly categorized

into three service units namely, Mobile Services, telemedia Services and Enterprise Services.

The Mobile Service unit provides mobile and fixed wireless services using global system for

mobile (GSM) communication technology across major telecom circles in the country. Bharti

Airtel Telemedia provides broadband and landline telephone services in 95 cities and the

Enterprise Service unit offers an end-to-end telecommunication solution to corporate and long

distance services to carriers. The company is headquartered at New Delhi, India. Name Bharti

Airtel Limited. Provides GSM mobile services in all the 22 telecom circles in India, Srilanka,

Bangladesh and now in 16 countries of Africa. Provides an integrated suite of Enterprise

solutions, in addition to providing long distance connectivity both nationally and internationally.

6 | P a g e

PART-2

Chapter 2

2.1. Introduction of the Report

7 | P a g e

2.1.1. Rational of the study

The research has been conducted because, Modern HR professionals are expected to take up

more & more complex and important roles in terms of their contribution to the organization’s

long term vision and strategy. Their work is gradually changing from repetitive and clerical to

analytical, innovative and judgment-based. The integration of Information Technology with HR

functions could help today’s HR professionals in meeting the demands of rising efficiency

standards and transforming roles. Human Resource Information System makes the routine HR

work more efficient and less time consuming and gives the HR professional the opportunity to

add more value to the organization. The four principal areas of HR that are affected by the

Human Resource Information System (HRIS) include; payroll, time and labor management,

employee benefits and HR management. These four basic HR functionalities are not only made

less problematic, but they are ensured a smooth running, without any hitch. A Human Resources

Information System (HRIS) thus permits a user to see online a chronological history of an

employee from his/her position data, to personal details, payroll records, and benefits

information.

So it is very important for Bangladesh as well as telecom industry for better performance. Many

articles are published on HRIS in Bangladesh. If we search in Google or Wikipedia then we are

easily understand needs of it and present situation of Bangladesh.

2.1.2. Statement of the problem

By analyzing the problems of this topic, some questions has been found that will be answered

through this research.

The questions are:

1. What are the problems that management facing without HRIS?

2. Which people will be affected for the problem?

3. How it will affect the economic development of our country?

4. Is the employees are really concern about it?

8 | P a g e

5. What will be the possible solution of this problem?

2.1.3. Scope and Delimitation

Before conducting the study we have pointed out the coverage, limits of the study through this

proposal.

Specific Locations: We are covering Headquarters of GP, Airtel, Banglalink, Robi and Citycell.

And most of them are in Gulshan and Mohakhali in Dhaka.

Time Frame: We are trying to conduct our research within 30 days.

People and organization involved: All employees of HR department in

Grameeenphone

Banglalink

Robi

Airtel

Citycell

Sample Size: Our sample size is 25. People of HR department only.

Sources of Data collections:

Survey

Websites

Newspapers

2.1.4. Objectives of the study

For a successful research we need to determine our objective should clearly determine.

General objectives:

9 | P a g e

1. Find out why people are not interested to using HRIS in their organizations?

2. To explore, understand, and find out the impact of Human Resource Information System

(HRIS) in human resource operation and better HR practice.

Specific objectives

1. Why they cannot implement it properly?

2. Why they are not interested and what are the specific problems to implement it?

2.2. Review of Related Literature

This Below Segment is basically a review on past studies or related actions on the usage of HRIS

in telecom industries in Bangladesh.

But it’s a matter of great concern that, there is actually nothing to describe or review on the past

studies conducted on the usage of HRIS in Bangladesh. Where as, every foreign company are

using HRIS in their organization, the telecom industry in Bangladesh lagging far behind in this

context. There is no specific literature to review in the form of books, reports, journals &studies.

Therefore the study has included the below past review which has been done in the field of

HRIS.

The current generation of HRIS automates and devolves routine administrative and compliance

functions traditionally performed by corporate HR departments and can facilitate the outsourcing

of HR (Barron et al., 2004). In doing so, HRIS not only make it possible for organizations to

significantly reduce the costs associated with HR delivery, but also to reassess the need for

retaining internal HR capabilities. However, HRIS also provide HR professionals with

opportunities to enhance their contribution to the strategic direction of the firm. First, by

automating and devolving many routine HR tasks to line management, HRIS provide HR

professionals with the time needed to direct their attention towards more business critical and

strategic level tasks, such as leadership development and talent management (Lawler et al.,

2003). Second HRIS provides an opportunity for HR to play a more strategic role, through their

10 | P a g e

ability to generate metrics which can be used to support strategic decision making (Hendrickson,

2003; Lawler et al., 2004; Lengnick-Hall et al., 2003).

The existing literature on HRIS suggests that they have different impacts on HR across

organizations, but provides little explanation for this variation. Early surveys suggested that

HRIS were used predominantly to automate routine tasks and “to replace filing cabinets”

(Martinsons, 1994). Ball (2001) concluded that HR had missed the strategic opportunity

provided by HRIS.

More recent research shows greater use of HRIS in support of strategic decision making by HR

(Hussain et al., 2007). However, the extent to which HRIS is used in a strategic fashion differs

across organizations, with the vast majority of organizations continuing to use HRIS simply to

replace manual processing and to reduce costs (Bee & Bee, 2002; Brown, 2002). Recent debates

about technology and organization have highlighted the importance of social context and sought

to develop frameworks which acknowledge both the material and social character of

technologies including HRIS (Dery, Hall, & Wailes, 2006). Accordingly, theories which can be

considered as ‘social constructivist’ can play an important role in the study of technology as they

explicitly recognize that technologies, such as HRIS, cannot be evaluated and analyzed without

having an explicit understanding of the context of individuals and groups which consequently

comprehend, interpret, use and engage with the technology (Grint & Woolgar, 1997; Orlikowski

& Barley, 2001; Williams & Edge, 1996).

Social constructionist views offer insights into the implementation and use of HRIS in a number

of ways. In this study we draw on the social construction of technology and technologies-in-

practice literature. The social construction of technology (SCOT) approach challenges the idea

that technologies and technological artifacts have a pre-given and fixed meaning and in its place

argues that the process, design and selection of technologies are open and can be subjected to

contestation (Pinch & Bijker, 1984). Thus a technology is seen to be characterized by

‘interpretative flexibility’ and various ‘relevant social groups’ who articulate and promote

particular interpretations of it. This meaning, over time tends to become accepted and the

interpretation of the technology stabilized (Dery et al., 2006).

11 | P a g e

In similar tradition to SCOT approaches, the technologies-in-practice approach endeavours to

recognise the inability to separate the technology from surrounding social relations. Orlikowski

(2000) conceives of technologies-in-practice as the structure that is enacted by users of a

technology as they use the technology in recurrent ways. The important implications of this idea

for the purposes of this research is the realization that it is only when individuals use the HRIS

that the associated social practices will frame and determine the value that they attribute to it.

Hence the process of using a technology involves users interacting with ‘facilities’ (such as the

properties of the technology artefact), ‘norms’ (such as the protocols of using the technology),

and ‘interpretative schemes’ (such as the skills, knowledge and the assumptions about the

technology as might be positioned by the user) (Dery et al., 2006). Both of these approaches are

important and useful as they recognize that when considering relationships and experiences with

technology, it is essential that social factors and previous experiences be considered. Therefore

the opinions of respondents can only be understood in the context of individuals and groups

comprehending, interpreting, using and engaging with the technologies (Dery et al., 2006). The

study discussed in this paper was initiated after a preliminary survey of the use of HRIS in 138

Australian Listed companies (Grant, Dery, Hall, & Wailes, 2007). The survey found that

although 50% (n=69) of the participant organizations were found to have an HRIS, the extent to

which they were being used in a strategic manner varied and for the most part the claimed

potential of the information systems was not being realized. For example, while 91% of

organizations with an HRIS used the systems in order to process and record leave, only 34%

used them in relation to staff planning. In order to gain further insights into these results, the

present study explores the impact of HRIS on the HR function in detail over a three year period

at four large Australian organizations using a multiple case study approach (Yin, 2003).

Specifically, the project examines whether HRIS enhances the strategic contribution of HR by

exploring the ways in which HR professionals might make more effective use of these systems.

The four principal areas of HR that are affected by the Human Resource Information System

(HRIS) include-

Payroll

Time and labor

Management

12 | P a g e

Employee benefits & HR management.

These four basic HR functionalities aren’t only made less problematic, but they are ensured a

smooth running, without any hitch. A Human Resources Information System (HRIS) thus

permits a user to see online a chronological history of an employee from his/her position data,

to personal details, payroll records, and benefits information

Chapter 3

3.1. Methodology of Study

In our study we would apply both primary and secondary data. In primary data we will

meet with HR executives and HR managers of all companies.

To collect secondary data we are trying to find out various kinds of data from websites

and newspapers. There was many article published in several newspapers and also

websites also.

As we select only HR department of all companies, so our sample size is not large. Our

sample size will be Twenty Five or Twenty Six peoples.

To collect our necessary data we will use questionnaire. We will ask some relevant

questions to HR people through a question paper. We will also send e-mail to our target

population to judge their opinion.

We will use Microsoft Word, Microsoft Excel and SPSS to keep and analyze our data.

And then we will apply these statistics in our research paper.

Chapter 4

4.1. Analysis and Interpretation

13 | P a g e

HRIS is very popular & important part of the organization in all over the world. When the

researcher came to see what is the condition of HRIS in Bangladesh telecommunication sector,

then the scenario is completely different comparing outside the world. Only one company among

the five companies is using HRIS which is really disappointing. The questionnaires made by to

find out about basic information like why companies are not using HRIS and they have any

knowledge regarding HRIS or not etc. By this questionnaires & other information some

information has been found that, actually what is the main problem behind not using HRIS in the

company. Implementing HRIS Company has to pay extra more money & trained up employee

about HRIS which require more money, time. Company & Employee don’t have much

knowledge & awareness regarding HRIS. This is the reason why companies are not using HRIS.

This is really not good for all because for implementing HRIS very first time in the company

may take some money & time but in near future HRIS save so much money & time undoubtedly

for the company.

The researcher interpreted by their research is that now a day’s companies are realizing HRIS is

how important for them & how HRIS reduce so many cost, valuable time, which is really good

news. Grameen phone is the only one company in Bangladesh who using HRIS fully &

Banglalink, Airtel are tried to implement HRIS in their company in Bangladesh. Others company

who are still not using HRIS but they are thinking to use HRIS because HRIS proved that the

system can really reduce so many cost & save a lot of time for the company compare with old

system.

According to our survey now we input here some graphical presentation:

1. Do you know about HRIS?

14 | P a g e

60.00%

40.00%

Sales

YesNo

2. Do you think HRIS should Use in your Company?

55.00%

45.00%

Sales

YesNo

3. If your company use HRIS do you think that might help your company will benefited?

15 | P a g e

75.00%

25.00%

Sales

YesNo

3. What is the disadvantage of HRIS?

40.00%

30.00%

80.00%

Sales

ExpensiveNew Both

16 | P a g e

Chapter 5

5.1. Findings of Study

The major thing we are found by completing our study is maximum people don’t have clear idea

about HRIS. Somebody even don’t know what is actually HRIS and what is its functions and

somebody are know about it and they are not that much concern about using this software.

Somebody is want to using it for their company but don’t know how to implement it and good

news it very less amount of people we are found that they are really know about it and also want

to implement it, but problem is they are not interested to invest a big amount for it. They think

HRIS is very expensive and after implementation its maintenance is also costly. Such as for

training purpose they have invested more than present. They also think if they invested big

amount for this then how much time needed for taking good feedback compare with that amount

money. Only one company we found they use HRIS but very poor one comparing a standard

one. There are many things missing of their software. But at least they are using it, so are get

competitive advantages from other companies. They also they leading company in telecom

industry in Bangladesh and are very much structured. Other companies are some alternative

options such as for employee information they use software, for salary purpose they use another

software etc but these are also part of HRIS. They use some different cheap software but are not

organized.

Chapter 6

6.1. Recommendation

1. Trained existing people and also recruiting new people who have knowledge about HRIS.

2. Also trained their IT people about HRIS and take easy solution from them.

3. Try to make this software by their own people and this will be very much cost effective

for them.

4. Try to mix up their different software under single combination.

17 | P a g e

5. Try to avoid manually documentation of any employee related information.

6. Make a profitability analysis about invest for HRIS development.

Chapter 7

7.1. Conclusion

A HRIS is the lifeline of any HR department. The greater the sophistication and linkages in an

HRIS, the more effective an organization’s HR department becomes. In today’s volatile market

where time has become more important than money, an HRIS is the tool that addresses the

requirement efficiently. It integrates almost all the modules of HR Dept, ranging from manpower

planning, recruitment, employee relationship management and performance management to

career planning and tracking, workplace communication and systems.

After analyzing the current scope of the HRIS industry, it can be very well forecasted that, in the

current competitive era where companies have their presence in multiple geographic locations

and working in distributed models, HRIS is going to play a very major role. It would play a

crucial role in managing the huge resource database, financial details of the company,

HR process implementation mapping, etc.

As the report is based on telephone companies, the study have been found out that still a lots of

well established big, small and mid-sized companies are managing such information using Excel

sheets and its successor application but this trend would become obsolete as automation of

various processes and alignment of those to the HRIS will be required.

Further studies might be conducted on the rate of current old age technology, reason behind

disliking HRIS, Advantages of HRIS etc.

Initial findings from our four case studies suggest that although new or upgraded HRIS systems

are being used to automate and devolve routine administrative and compliance functions

traditionally performed by the HR function, the potential for this technology to be used in ways

that contribute to the strategic direction of the organization is not being realized. More

specifically, our results suggest that the opportunity to enhance HR’s role as strategic partner as a

18 | P a g e

result of the use of HRIS is being hindered by three main challenges. The first challenge relates

to the ability to maintain the levels of senior management commitment and resources needed to

implement and manage new or upgraded HRIS. The second concerns managing the complexity

of the HRIS and its associated functionality. The third challenge stems from barriers associated

with the acceptance of HRIS among key managers and employees along with the importance

attached to managing the change processes associated with the implementation and introduction

of the new or upgraded systems. These challenges demonstrate that the material, functional

characteristics of technologies such as HRIS are complex and make them difficult to introduce

and operate. At the same time and in line with a social constructionist approach to the study of

technology each of the challenges illustrates that how and when a technology is used is also

determined by the agency of its users and the social context within which it is adopted. In sum,

only through an appreciation of both the material and the social can a more informed

understanding of the challenges that surround HRIS implementation and operation be obtained.

In this respect, our findings are in contrast to the more technological deterministic view of earlier

studies of HRIS that suggest that it is simply the technology itself which has implications for the

changing role of HR. It can be seen then that the social context of HRIS plays an important role

in shaping user perceptions and behavior. From a technologies-in-practice perspective (Dery et

al, 2006) user interactions with the ‘facilities’, ‘norms’, and ‘interpretative schemes’ associated

with HRIS are affected not only by its technological complexity, but also by problems

concerning the management of, and commitment to, its implementation. These socio-contextual

factors are compounded by the fact that each case study organization has experienced significant

change, for example in ownership and structure. Underlying the three challenges is the issue of

how various social groups, or key factors involved in the implementation and use of HRIS bring

to bear their own interests and thus interpretations of the system and what it does. As a result of

this process, the design, selection and use of HRIS are shown in this study to be subject to

contestation as a range of meanings are attached to the technology that either undermine or

highlight its perceived value and significance and which impact on the extent to which it is to be

used in a strategic or more administrative fashion. Significantly, the study suggests that

interpretations which run counter to HRIS being used in ways that realize its strategic potential

are currently winning the day. Overcoming these interpretations of HRIS and replacing them

with one that leads to its being used to inform business strategy requires organizations to identify

19 | P a g e

and systematically address the three challenges we have identified. Until this takes place, the

potential of HRIS to enhance the strategic role of the HR function is likely to remain unrealized

and with increased opportunities for automation and the corresponding opportunities for

outsourcing, the organizational role for HR is in danger of being diminished.

Chapter 8

8.1. References

http://www.waridtel.com.bd http://www.grameenphone.com/about-us/corporate-information http://www.citycell.com/home_flash.php http://www.bshrmbd.org/ Barney, J. B., & Wright, P. M. 1998. On becoming a strategic partner: The role of human

resources in gaining competitive advantage. Human Resource Management, 37(1): 31-46. Barron, M., Chhabra, D., Hanscome, R., & Henson, R. 2004. Exclusive Panel Discussion:

Tips and Trends in HRIS. HR Focus, 81(5): 6-7. Beatty, B. D. 2001. A Framework for Transforming Your HR Function. In A. J. Walker,

& T. Perrin (Eds.), Web-Based Human Resources: the technologies and trends that are transforming HR: 150-172. New York: McGraw-Hill.

Becker, B. E., Huselid, M. A., & Ulrich, D. 2001. The HR scorecard: linking people, strategy, and performance Boston: Harvard Business School Press

Bee, F., & Bee, R. 2002. Managing Information and Statistics London: Chartered Institute of Personnel and Development

Broderick, R., & Boudreau, J. W. 1992. Human resource management, information technology, and the competitive edge. Academy of Management Executive, 6(2): 7-17.

Brown, D. 2002. eHR - victim of unrealistic expectations. Canadian HR Reporter, 15(5): 1.

Bussler, L., & Davis, E. 2001. Information Systems: The Quiet Revolution in Human Resource Management Journal of Computer Information Systems, 42(2): 17-20.

Dery, K., Hall, R., & Wailes, N. 2006. ERPs as 'technologies-in-practice': social construction, materiality and the role of organisational factors. New Technology, Work and Employment, 21(3): 229-241.

Grant, D., Dery, K., Hall, R., & Wailes, N. 2007. Human Resource Information Systems Usage in Australian Firms: a survey Mimeo: University of Sydney

20 | P a g e

Grint, K., & Woolgar, S. 1997. The Machine at Work: Technology, Work and Organisation Cambridge: Polity Press.

Gueutal, H. G. 2003. The Brave New World of E-HR. Advances in Human Performance and

Cognitive Engineering Research 3: 13-36. Hannon, J., Jelf, G., & Brandes, D. 1996. Human resource information systems:

operational issues and strategic considerations in a global environment. International Journal of Human

Resource Management, 7(1): 245-269. Hendrickson, A. R. 2003. Human Resource Information Systems: Backbone Technology of Contemporary Human Resources. Journal of Labor Research, 24(3): 381-394.

Hewitt Associates. 2007. 2nd European HR Barometer: Trends and Perspectives on the Human Resource Function in Europe 2006/07: Hewitt Associates and European Club for Human Resources, .

Huselid, M. A. 1995. The Impact of Human Resource Management Practices on Turnover,

Productivity, and Corporate Financial Performance Academy of Management Journal, 38(3): 635-672.

Hussain, Z., Wallace, J., & Cornelius, N. E. 2007. The use and impact of human resource information systems on human resource management professionals. Information & Management, 44(1): 74-89.

Lawler, E. E., Levenson, A., & Boudreau, J. W. 2004. HR Metrics and Analytics: Use and Impact.

Human Resource Planning, 27(4): 27-35. Lawler, E. E., & Mohrman, S. A. 2003. HR as a Strategic Partner: What Does It Take to

Make It Happen? Human Resource Planning, 26(3): 15-29. Lengnick-Hall, M. L., & Moritz, S. 2003. The Impact of e-HR on the Human Resource

Management Function. Journal of Labor Research, 24(3): 365-379. Martinsons, M. G. 1994. Benchmarking human resource information systems in Canada

and Hong Kong. Information & Management, 26(6): 305-316. Ngai, E. W. T., & Wat, F. K. T. 2006. Human resource information systems: a review

and empirical analysis. Personnel Review, 35(3): 297-314. Orlikowski, W. J. 2000. Using Technology and Constituting Structures: A Practice Lens

for Studying Technology in Organizations. Organization Science, 11(4): 404-428. Orlikowski, W. J., & Barley, S. R. 2001. Technology and Institutions: What Can

Research on Information Technology and Research On Organizations learn From Each Other? . MIS Quarterly, 25(2): 145-165.

Delivery Research Report Vol. 2007: Towers Perrin.

21 | P a g e

Chapter 9

9.1. Appendix

Our sample questions

Hello Sir, we are the students of BBA program at “American International University

Bangladesh”.

The questionnaire has been developed to organize a survey on “present situation and barriers

to implement HRIS in Telecom Industry of Bangladesh”, for fulfilling the requirement of the

course curriculum “Research Methodology”. We appreciate your valuable time and support in

discovering the answers of the questions. Information collected will be kept strictly confidential

and shall only be used for academic purposes only.

Name: _______________

Contact No: _______________

Company: _________________

Please tick the box and you can use more than one answer

You’re Age?

20-25 yrs 25-30 yrs 30-35 yrs 35-40 yrs 40-45 yrs

45-50 yrs 50-55 yrs 55+

You’re Gender?

Male Female

22 | P a g e

Do you know about Human Resource Information System ( HRIS)?

Yes No

Do you think that HRIS should be used in your company?

Yes No

What is the advantage of HRIS?

HRIS helps to reduce cost. HRIS save time. HRIS helps to store much

information in a single system.

What is the disadvantage of HRIS?

HRIS software is very expensive. HRIS is new quality management tool for

the company. Most employees are not familiar about the software.

Why company should use HRIS?

HRIS is very popular & effective in outside the country. HRIS make many

difficult works easy for the company. HRIS helps to make profit in comparison

with the manual system. Permanent stored system & safe

Do you think that there is any available/better alternative option rather

than using HRIS?

Yes No

If your company use HRIS do you think that might help your company will benefited?

Yes No.

23 | P a g e

If your company is not using HRIS then what might be the reason for it?

This software is very costly. Company needs extra investment for using

HRIS. Management doesn’t think HRIS is need for the company.

Thank You

24 | P a g e