IOSR Journal of Business and Management (IOSRJBM) ISSN: 2278-487X Volume 3, Issue 6 (Sep,-Oct. 2012), PP 06-13 www.iosrjournals.org www.iosrjournals.org 6 | Page Human Resource Information System and its impact on Human Resource Planning: A perceptual analysis of Information Technology companies Dr. Shikha N. Khera 1 , Ms. Karishma Gulati 2 1.2 (Delhi School of Management, Delhi Technical University, India) Abstract: Human resource information system (HRIS) is not new concept but it is recuperating day by day with changing environment. Its major role is in human resource planning (HRP) which itself a crucial activity in any organization. Ineffective HRP can lead to extra or fewer numbers of employees than needed. Both over and under number of employees can create crappy situations. HRIS helps in proper planning of human resources. This paper focuses on the role of HRIS in HRP. The research is empirical in nature as 127 respondents from top 7 IT companies (as per their market share) are taken to see the sights of the objectives. The survey is done with the assistance of the questionnaire. After investigation it is concluded that HRIS has various benefits but the foremost is HRIS stores ample data about the employees of the organizations that helps in escalating the snail’s pace of HRP. HRIS also helps in the strategic activities of HR managers and more in training and development, succession planning, applicant tracking in recruitment and selection and manpower planning. While analyzing the overall contribution of HRIS in HRP it is concluded that HRIS identifies occupied and unoccupied positions in an organization very effectively and accurately. Keywords – Human Resource Information Systems (HRIS), Human Resource Planning (HRP), Information Technology companies, Advantages of HRIS, Uses of HRIS. I. Introduction 1.1 Human Resource Information System (HRIS) “A human resource information system (HRIS) is software containing a database that allows the entering, storage and manipulation of data regarding employees of a company. It allows for global visualization and access of important employee information. ” Marcia Moore [1] Kirstie S. Ball (2001) [2] explained the dearth of research in HRIS in their work by quoting that the gigantic information system related literature including its implementation, use and impact clarifies that it is healthy researched area but its implementation with human resource is a deserted. Initially personnel systems were developed to stockpile the records and reports allied with personnel administration, but with time call for efficacy increases and thus computer-based HRIS is developed (Martinsons, 1997) [3] . But just computer based HRIS in not sufficient and Sherman et al. (1998) [4] supported this by citing that for long term strategic planning decisions a well designed HRIS aligned with HRD goals is the foremost management tool. Siriwal Tevavichulada (1997) [5] discussed that initially HRIS was caretaker of employees as it stores and administers data of line department but now HRIS is not limited to storing; but includes too many irons in the fire like manpower planning, manpower demand and supply forecasting, job descriptions for both jobs and applicants, recruitment and selection, training and development, negotiations, grievance management etc (Kenneth A. Kovach and Charles E. Cathcart (1999) [6] ) and also provides information essential to assist the functional manager in decision making that will be an add on in the realization of the unit‟s strategic goals and objectives (Hendrickson, 2003) [7] . This increasing information processing efficiency of HRIS makes it useful for any size organization (Brian E. Becker et al., 2001) [8] . But still there is a perception that HRIS are not „adding value‟ and the restricted way in which they are utilized is criticized (Carole Tansley and Tony Watson (2000) [9] ). The usage of HRIS depends on some factors as illustrated by Broderick and Boudreau (1992) [10] that HRIS system usage is determined by human resources strategy, reciting a corresponding process between different strategies and different system practice. Beckers and Bsat (2002) [11] avowed that the main obstruction in the implementation of a HRIS is the sky-scraping cost of setting up and maintaining a HRIS in line with Kovach and Cathcart (1999) [6] who affirmed that a lack of funds and support of top management are the stumbling blocks in achieving the full potential of HRIS. Due to this obstacle in order to endorse the embracing of HRIS operations, primary it is necessary to make certain that bankers or organizations are agreeable to give their support for setting up a HRIS (E.W.T. Ngai, F.K.T. Wat, (2006) [12] ). Apart from these difficulties HRIS has various advantages and the most crucial is the employee retention as employees as themselves crucial for the