EXECUTIVE SUMMARY

This project report contains made by me during my 6 weeks visit to IBM Bengaluru. This is a
detailed project report “HR automation practices and its impact on employee’s satisfaction at IBM,
Bangalore who are the Great Services providers. This study is divided into five chapters:
introduction, project report and industry profile, literature review, research design, data-analysis
and understanding, conclusion, suggestions, and conclusion. The researcher dealt with the
introduction to the project report in this first chapter of this study, such as why and how the project
reports, which help them get exposed to practical aspects of industry and company in particular.
The primary goal of the project report is to that IBM has a moderately positive learning culture in
place. Employees reported a general willingness to learn, with a strong belief in the importance of
continuous improvement and development. The research addressed the industry’s genesis,
background, key-players, vision, purpose, quality policy, product profile, and future growth and
prospects. The researcher examined the literature review and the in depth in the second chapter.
The theoretical foundation of the study is included as a beginning point, which aids in future work.
The collected reviews from various authors who are linked to the issue might aid in the creation
of the framework model. The researcher examined the research strategy in depth in the third
chapter. It comprises a description of the problem, the objective, the necessity, the scope of the
investigation, and the goal of the study. Also included are the study’s intended results. The fourth
chapter detailed the researcher’s study and evaluation of data. This section provided an evaluation
of the data gathered from respondents. The obtained data is thoroughly examined based on
demographic characteristics as well as tests such as the reliability test, ANOVA, and regression
test. The interpretation is made for each analysis. In addition, a graph is created to aid in the
identification of the figures. The examined findings, suggestions, and conclusion are included in
the fifth chapter.
 CHAPTER 01

INTRODUCTION

INDUSTRY PROFILE

As of 2023, the IT business is encountering critical expansion and modification driven by a few
key trends and improvements:

Cloud computing: Cloud computing is turning out to be progressively famous as a way for
organizations to remotely access and store information and applications. The rise of cloud
computing has empowered more scalability, flexibility, and cost saving for organization of all
sizes.

Artificial Intelligence: Artificial Intelligence (simulated intelligence) is progressively being

coordinated into programming applications and tools. Artificial Intelligence is being utilized to
computerize processes, make forecasts, and upgrade decision-making abilities.

Cybersecurity: With the rising number of digital dangers and information breaks, Cybersecurity
has turned into a first concern for organizations. This has influenced the expansion of new
technologies and tools to prevent and mitigate cyber-attacks.

Internet-of-Things (IoT): The Internet-of-Things (IoT) states to the developing system of

interrelated devices that can know with one another. The rise of IoT is driving the advancement
of new applications and administrations that depend on continuous information.

Remote Work: Remote work has become progressively normal in the IT business, and numerous
organizations have moved to a half breed or completely remote work model. This has prompted
the improvement of new devices and innovations to help distant cooperation and efficiency.

Talent Shortage: The IT business is facing an talent deficiency, with numerous organizations
battling to find and hold skilled professionals. This has enlarged opposition for talent and an
emphasis on upskilling and reskilling existing employee.
COMPANY PROFILE:

IBM-India Private Ltd is a private firm which was founded on June 13, 1997. It is categorised as
a non-government company and is registered with the Recorder of Organisations in Bangalore. It
has a 2,500,000,000 authorised share capital and a settled-up capital of Rs. 2,303,592,450. It is
involved in the distribution, consulting, and provision of programming. Programming distribution
includes the creation, distribution, and documentation of immediate (unaltered) programming,
operating system software, business and other application programming, and PC game
programming for all stages. Consultancy recalls providing the best solution for the sort of custom
programming after assessing the client's wants and difficulties. Custom programming also includes
specially created programming in response to explicit client requirements. Also included are the
creation of any type of programming in response to client orders provide programming assistance
and internet page layout. Amit Sharma is the CEO of IBM-India Private Ltd.

IBM-India private Ltd company’s Indian subsidiary. Ahmedabad-Bengaluru-Bhubaneshwar,

Chennai-Coimbatore-Delhi-Gurgaon- Hyderabad-Kochi- Kolkata-Mumbai- Noida-Pune- Mysore,
and Visakhapatnam are among its offices.

Fig 1.1
COMPANY DETAILS:

Table 1.1
VISION STATEMENT OF IBM:

The IBM is by far IBM's greatest creation. They are dedicated to bringing the power of an open
hybrid cloud and al strategy to life for our clients and partners around the world they think that by
applying intelligence reason and science we can enhance business society and the human
condition.

IBM'S STATEMENT OF PURPOSE:

Our mission and goal is to act as a catalyst for improving how the world functions. A catalyst is
a change agent. IBM work together as catalysts to unleash fresh energy. We create alliances and
assemble potent groups of people and technology. We blend scientific and entrepreneurial
methodologies to accomplish tasks that neither one could complete alone We tackle challenging
issues and increase the impact of our solutions with scale and speed. Electrical grids, airlines,
mobile networks, banks, transit systems, and healthcare systems are the areas of concentration for
our work. These systems serve as more than just catalysts for economic expansion. The modern
society is supported by these systems. By creating them quicker, further efficient, and more secure,
we not only improve business, but also improve society.

IBM VALUES:

• commitment to the success of every client

• Innovation that matters

• Trust and personal accountability in all

QUALITY POLICY:

Fig1.2

PRODUCT/SERVICES PROFILE:

IBM cloud satellite-We can launch consistent cloud services anywhere in the private, public, and
edge cloud environments thanks to IBM Cloud Satellite.

IBM Maximo Application Suite: The IBM Maximo Application Suite is a collection of software
tools for dependability planning, asset management, predictive maintenance, and asset monitoring.

IBM Cognos Analytics: IBM If making decisions based on data is your aim, you want to take
relevant insights from reliable data, according to Cognos Analytics. Everyone in your organisation
is able to realise the full potential of your data thanks to the automation and insights offered by AI
in Cognos Analytics. Anytime you need data, just describe it to the natural language AI assistant,
and Cognos Analytics will create spectacular data visualisations for you.

IBM SPSS Modeler-A robust statistical software platform is IBM SPSS Modeler-IBM SPSS
Statistics. Your organisation can easily originate valuable understandings from your information
because to its user-friendly interface and extensive feature set.
Red Hat: OpenShift developers now have a quick and safe way to containerize and deploy
business workloads in Kubernetes clusters with Red Hat OpenShift on IBM Cloud. You'll have
more time to focus on your primary duties because IBM maintains OCP.

Watson Text to Speech IBM- With Watson Text to Speech from IBM, you can turn written text
into real-sounding audio in a range of languages and voices within an existing application or within
Watson Assistant. Watson text to speech is an API cloud service.

Watson assistant-IBM Watson's assistant You now have access to Watson Assistant, a
conversational artificial intelligence platform created to reduce the hassle of traditional support
and provide outstanding customer service using the benefits of AI.

IBM App Connect: With an integration platform that quickly links all of your apps and data, IBM
App Connect lets you connect and automate your business. Any of your applications and data,
nevertheless of somewhere they are located, might be connected with IBM App Connect®, a
market-leading SaaS integration solution. Organisations can quickly link SaaS services and create
integration flows thanks to hundreds of prebuilt connectors and editable templates.

IBM Turbonomic- With solutions that reduce guessing and optimise expenses, IBM
Turbonomic's hybrid cloud cost optimisation platform enables you to do away with this. At
every stage of the stack, you can proactively deliver the most effective use of computing,
storage, and network resources to your apps by continuously automating essential activities in
real time and without human intervention.
IBM cloud satellite (Fig 1.3)

IBM SPSS Modeler (Fig 1.4)

Watson Text to Speech IBM (Fig 1.5)

IBM Turbonomic (FIG 1.6)

 Watson assistant (Fig 1.7)

INFRASTRURE FACILITIES:

Office Spaces: IBM typically provides well-equipped and comfortable office spaces for its
employees. These spaces often include workstations, meeting rooms, collaboration areas, and other
amenities necessary for day-to-day work.

Cafeterias and Food Services: Many companies, including IBM, offer on-site cafeterias or dining
areas where employees can have meals or grab snacks during their work hours. These facilities
may provide a variety of food options to cater to different dietary preferences.

Fitness Centers: Some companies understand the importance of employee well-being and may
provide fitness centers or gyms within the office premises. These facilities allow employees to
exercise, relax, and maintain a healthy lifestyle.

Recreation Areas: To promote a healthy work-life balance and foster employee engagement,
companies often set up recreation areas. These spaces may include game rooms, lounge areas, or
even outdoor spaces where employees can socialize, unwind, or take short breaks.
Health and Wellness Facilities: Companies like IBM often prioritize the well-being of their
employees. They may offer on-site health clinics or tie-ups with healthcare providers to provide
medical services, routine check-ups, and wellness programs.

Transportation Services: In metropolitan cities like Bangalore, commuting can be challenging.

To ease the commuting burden, some companies provide transportation services, such as shuttle
buses or transportation allowances, to facilitate easier contact to the workplace for their employees.

Childcare Facilities: Recognizing the needs of working parents, some companies may offer on-
site or nearby childcare facilities or tie-ups with daycare centers to support their staffs succeed
their effort and family responsibilities effectively.

Learning and Development Programs: IBM and other tech companies often emphasize the
continuous growth and development of their employees. They may provide access to learning
resources, training programs, workshops, and seminars to enhance employees' skills and
knowledge.

COMPITATOR INFORMATION:

- Accenture.

Established in 1989, Accenture is a multinational data technology corporation with its

headquarters in Ireland. It offers goods and services related to company strategy, counselling,
computer integration, and business process optimisation. The annual revenue of Accenture is
$43 billion, and they employ a fraction of 1,000,000 people across 120 different countries.
The company invests extensively in supplying 90% of the Fortune Global 100 companies,
and they have gained notoriety around the entire world.

Accenture's primary focus today is providing computer solutions for the banking, energy,
media, communications, healthcare, and public undertaking industries. They have earned
several rewards over the years, including consistent inclusion in the Fortune Global 500, Best
Administration Counselling business of 2017, World's Most Admired Data Administrations
Organisation, and Best Generally Speaking Medical Services The executives counselling
Firm.
- Wipro

India-based Wipro has its corporate headquarters in Bangalore. The company offers data
information technology solutions, together with business consultancies and system
automations, much like IBM does. Western-India-Palm-Refined-Oil Ltd, which later became
known as Wipro, remained originated by Sudipto Halder in 1945. Currently, Wipro has
172,000 employees across 50 countries and an overall revenue of $8.5 billion.

In standings of sustainability, Wipro suddenly appears. The company won the top spot in the
Asian sustainability Rating in 2010. It is renowned for producing greener and cleaner digital
solutions for its customers. Investigation, simulated intelligence combination, application
development, handling vast amounts of data, improving online security, and even blockchain
are some of Wipro's core product contributions.

- Infosys

An IT business with its headquarters in India, Infosys focuses on providing its clients with
creative project advice, rethinking services, and back-end support. With barely a $250
starting capital, seven designers in Maharashtra created it in 1981. The company still has
over $12.4 billion in annual revenue and 250,000 employees worldwide, so it is still doing
strong today. which started off modestly gained popularity and evolved into an Indian tech
monster.

The Live Undertaking is Infosys' primary contribution. Through five areas—Knowledge,

Experience, Guarantee, speed up, and Enhance—a programme seeks to recapture and
empower organisations. A specific undertaking will have increased learning, closeness,
spryness, mechanisation, and plan interfaces thanks to these regions of development.

- HCL

Without a doubt, one of the largest IT services providers in the globe is HCL or HCL
Technologies. Through technical improvements, it offers its clients global solutions and
business consulting. Shiv Nadar created it in 1976, and today it generates $10 billion in
revenue and employs about 150,000 people across the globe. In some projects, they
collaborate with Celiriti, Dell, BITA, and even IBM.
 One of HCL's key advantages is its research and development department. The organisation
has the ability to diversify into other disciplines and industries, and the opportunities are
limitless. At the moment, they have been successful in breaking into industries including
aerospace, defence, insurance, healthcare, mining, entertainment, and even logistics. Systems
Integrations, BPOs, IOTs, cybersecurity, and analytics are some of their primary business
segments.

SWOT Analysis of IBM (International Business Machines Corporation)

A SWOT examination decides the genuine place of a business substance while revelling its
shortcomings and areas of progress. Other than the valuation of items and business associations, it
tends to be applied to various circles like:

• self-examination by individuals

• assessment of savings product by investors

• review of a spot

• project examination by business entrepreneurs

• assessment of government undertaking and projects etc

SWOT analysis plays energetic role in dynamic environment of business sustenance continues
profits and competitive edge it comprises internal factors-strengths and weakness and external
factors-opportunities and threats the former are the constraints that the management can rectify
and control the latter can only be managed and prevented to a certain extent meanwhile these
features are elsewhere the management’s control.

It helps the management gain business insights on the company’s competitiveness market trends
preferences and uncertainties it chalks down overall positives and negatives influencing the
company performance the mapping the areas requiring corporate action it also provides the basis
to relative learning with competitor’s SWOT

For example, up-gradation of business processes, products, technology as per the current trends
could result from such analysis additionally the SWOT matrix represents strengths
There are four components of SWOT analysis which we can distinguished into two main classes
as follows:

INTERNAL FACTORS:

The internal environment of a business organization defines its positive and negative attributes.
the management can work on them to attain success. Below are the internal factors-

1 Strengths: Any company’s unique selling proposition (USP) is structured by its strengths that
give it market stability. They keep the company in business and ensure its sustenance. They
could be high performing areas, valuable assets or resources. some examples include skilled
labour, advance machinery, low cost of production, powerful market presence in two segments
etc.

2. Weakness: These are the shortcomings or flaws of a business entity which can result in a
setback. These aspects could relate to inadequate resources, limited capital, confused USP or ill
performing products. For example, poorly skilled workforce, low market share, high debt etc.

Fig 1.8
EXTERNAL FACTORS:

The external environment of a company brings multiple possibilities of grow as well as risks of
failure. Controlling such factors is beyond the management’s control, but early detection can
help put up a good defence to minimize losses.

3. Opportunities: A company deals with many factors falling outside its control as slice of
external environment. They comprise multiple chances for growth such as uncaptured market
potential government subsidies, increasing demand or few competitors. For instance: expanding
online marketplace, lesser trade barriers, international trades, treaties, etc.

4. Threats: Forecasting and preparing for uncertainty and potential dangers can save an
enterprise from losses some of these could be entry barriers, government regulations, high taxes,
political disturbance, rising costs of raw materials or changing consumer taste for example,
negative reviews on social media, tax hikes, cultural differences in world-wide market, etc.

IBM STRENGTHS

1. A leader in cloud computing

Single of the pioneering businesses in the creation of cloud technologies is IBM. In demand to
provide computer hardware and software results for productions observing to migrate to the cloud
-using shared infrastructure, IBM introduced the Blue Cloud programme in 2007.

The most recent accomplishment of the company in this field was being the first developer of 2-
nanometer chips in the entire world. Contrary to other businesses entering the cloud market, IBM
offers the most software services all under one roof.

2. A reputable and valuable brand

Because of the superior technologies that IBM develops and offers, its brand is respected through
the world. The brand value of IBM is $33.25 billion

It has gained several accolades, as well as those for Most Respected Company, Greenest Company
in the World, and Company for Leaders. Together with other accolades, these have helped IBM
build a strong reputation as a brand. The business can use its brand reputation to sway consumer
choices.

3. Businesses that are diverse

IBM is set up to be talented to continue operating in other industries even if one area of the business
fails. Which is due to the company's four business segments, which include consulting,
infrastructure, software, and financing.

The major division, accountancy for nearly 42% of total income, is the software industry, followed
by consulting services (31%), infrastructure (25%), financing and other (2%), and infrastructure.

4. Linked products

Although IBM runs its divisions independently, they have integrated their products and services.
In other words, by integrating services (data-centers, software, cloud), software (information
management, enterprise content), and hardware (storages, servers), IBM is able to increase revenue
through up-selling and cross-selling.

5. A dedication to employee training

IBM has created a learning culture that forces workers to acquire new skills in accordance with
market expectations. Salespeople learn about current items and further effective selling approaches
of them, and technical teams continue to study in demand to improve their innovation.

With a total of 28.6 million hours of training logged, IBM invests more than US$574 million yearly
in its internal training programme.

IBM WEAKNESSES:

1. focuses mostly on product customisation

Customised solutions for large and medium-sized businesses are IBM's primary business focus.
Despite the fact that this company strategy is extremely successful, it captures a smaller market
share. The market that remains might be satisfied with off-the-shelf options.

2. Tough opposition
Anyone working in the tech sector needs to be ready to face one of toughest competitions. IBM is
not a special case.

Despite sector tailwinds, IBM has been down in market share to best-in-class rivals like Google
and Amazon Web Services; this does not inspire investor confidence.

This forces the business to increase its marketing spending in an determination to outspend rivals.
Additionally, a sizable portion of IBM's prospective clientele is taken away by young IT
companies.

3. Legal difficulties

In the past, IBM has been involved in a amount of lawsuits addressing a variety of problems. One
of the newest lawsuits mentions the detail that the business may have let go of as many as 100,000
employees in recent years. Affording the claims, IBM specifically targeted older employees who
had contributed to the company's reinvention.

4. High-priced solutions

The IBM results are too luxurious for the popular of organisations. For businesses to use some of
these software solutions and services, significant investment is required. This excludes certain
important clients who would have boosted the amount of money collected.

IBM OPPORTUNITIES:

1. Develop software divisions

IBM has created a amount of solutions covering infrastructure, security, and the cloud. Even still
its Primary attention was on hardware, it has gradually come to light that focusing on software
would increase its sales and profitability.

From 2010 to 2021, software sales rose from 23% to 42% of overall revenue, with a high gross
margin of about 79% compared to hardware's 55%. In demand to establish itself as a top software
provider, the corporation can concentrate the majority of its efforts here.
2. Increasing mandate for cloud service area

The cloud sector is expanding quickly. Its value is currently $368.7 billion and is anticipated to
increase by 15% CAGR during the following five years. Now that the majority of industries are
considering investing in cloud services, the company can make a significant breakthrough in this
field and further solidify its position as the industry leader.

3. Quicker adoption of digital technology

The global pandemic has dramatically expedited the acceptance of the digital expertise, but there
are still many challenges to overcome, including the need to extract useful data from massive
datasets and combat cybercrime.

With its established size, cutting-edge technology, including hybrid cloud and artificial
intelligence, IBM is well-positioned to spearhead this shift and is anticipated to benefit
considerably from the secular boom.

4. Increasing growth and acquisitions

IBM's size gives it a competitive advantage in making more acquisitions and growing the business.
The company has benefited from prior acquisitions, so continuing the trend can advance it.

IBM THREATS:

1. A lack of innovation

In the disruptive technology fields of hybrid cloud, blockchain, and artificial intelligence, IBM has
been actively growing its company. If IBM doesn't continuously developing innovative
technologies, it will lose ground to rivals in these incredibly lucrative but constantly evolving
markets.

2. A market downturn that lowers organisations' technology investment

In order to stay competitive, IBM has constantly made important savings in its research and
development. Reductions in the availability of funding during a recession may hinder the
company's capacity to do so, which would be detrimental for IBM.
3. Foreseeing market changes and behaviours

IBM rapidly invests in key strategic sectors to increase market share and revenue; as a result, the
company's operations and profitability will be negatively impacted by the failure to recognise
industry trends and client acceptance in developing businesses.

Once, in the early 1990s, missed market trends caused IBM's market share to fall from 70% to
26%.

4. Unfavourable rules and legislation

Due to the company's extensive global reach across all continents, changes in the regional legal,
political, and business environments could have an impact on its operations.

FUTURE GROWTH AND PORSPECTS:

IBM claimed that its India objectives are long-term and committed to investing $6 billion in India
over the next three years, which is triple the amount invested during the three years prior to the
conference, at an analyst meeting held in Bangalore on June 6, 2005.

By 2010, IBM worldwide projects that its revenues would be over $120 billion, with nearly $86
billion (68%) coming from IBM Consulting alone, which is likely to employ roughly 80,000
people. 90,000 of these would be reported to IBM India. In 2010, roughly translated, $35 billion
of IBM's revenues were produced by its Indian employees.

The Aberdeen group referred to IBM Global services (now divided into business services &
technical services) as the “jewel in the IBM crown” in 2003. For IBM globally, this set currently
accounts for added than half of the company's global revenues ($54 billion in 2005), and it is
expanding at a steady clip. Given that half of the world's service workers will be based in India,
IBM India's significance to the global organisation is clear.
 FINANCIAL STATEMENT ANALYSIS

PROFIT AND LOSS STATEMENT

PROFIT AND LOSS STATEMENT DEC 22 DEC 21 DEC 20

Total Revenue 60,530 57,351 55,179

Revenue 59,879 56,571 54,195
Other Revenue, Total 651 780 984
Coast of revenue, Total 27,842 25,865 24,314
Gross profit 32,688 31,486 30,865
Total Operation Expenses 52,963 52,513 50,517
Selling/general/Admin. expenses, total 19,196 18,608 18,539
Research & development 6,567 6,488 6,262
Depreciation/Amortization 2,407 3,888 4,227
Interest expense (income)-net operating -1,216 -1,155 -1,288
Unusual Expense (Income) 301 1,989 555
Other Operating Expenses, Total -1,833 -3,310 -3,559
Operating Income 7,567 5,772 4,662
Interest Income (Expense) Net Non- - -
Operating
Gain (Loss) on sale of assets 1 - -
Other Net 6,410 767 2,090
Net Income Before Taxes 1,156 4,837 2,572
Provision For Income Taxes -626 213 -1,360
Net Income After Taxes 1,782 4,713 3,932
Minority Interest 77 95 -
Equity In Affiliates - -
U.S GAAP Adjustment - -
Net Income Before Extraordinary 1,782 4,713 3,932
Items
 Table 1.2

BALANCE SHEET

PROFIT AND LOSS DEC 22 DEC 21 DEC 20

STATEMENT
Total Current Assets 29,118 29,539 39,165
Cash and short term investments 8,738 7,250 13,788

cash - - -

Cash & equivalent’s 7,886 6,650 13,188

Short term investments 852 600 600

Total receivable, net 7,682 15,407 17,370

Account receivables-trade, net 7,005 7,225 6,166

Total inventory 1,552 1,649 1,812

Prepaid expenses 1,876 1,830 1,713

Other current assets, total 9,270 10,585 4,482

Total assets 127,243 132,001 155,971

Property/plant/equipment, total- 8,212 8,917 9,771

net
Property/plant/equipment, total- 21,573 23,306 23,667
gross
Accumulated depreciation, total -13,361 -14,390 -13,896

Goodwill, net 55,949 55,643 53,765

Intangibles, net 11,184 12,511 13,739

Long-term-savings 1,610 1,783 216

Note receivable-long term 677 1,000 7,509

Other long-term-assets total 8,242 9,890 31,806

Other assets, total 16,920 18,328 -

Total-current-liabilities 31,505 33,619 39,869

Account payable 4,051 3,955 4,033

Payable/accrued - - -
Accrued expenses 7,046 8,070 9,722

Notes payable/short term debt 8 22 130

Current port of LT debt/capital 5,626 7,739 6,986

leases
Other current-liabilities, total 14,774 14,867 18,998

Total liabilities 105,222 113,005 135,373

Total long-term debt 46,189 44,917 54,217

Long term debt 46,025 44,854 54,157

Capital lease obligations 164 63 60

Deferred income tax 2,292 3,9956 4,958

Minority interest 77 95 129

Other liabilities, total 25,143 30,374 36,200

Total equity 22,021 18,996 20,598

Redeemable preferred stock, total - - -

Preferred stock-non redeemable, - - -

net
Common stock total 58,343 57,319 448,59

Additional paid-in capital 56,869 56,107.41 55,447,41

Retained earnings (accumulated 149,825 154,209 162,717

deficit)
Treasury stock-common -169,484 -169,392 -169,339

ESOP debt guarantee - - -

Unrealized gain (loss) -1 0 0

Other equity, total -16,663 -23,140 -29,336

Total liabilities & shareholder’s 127,243 132,001 155,971

equity
Total common shares 906.09 898.07 892.65
outstanding
Total preferred shares - - -
outstanding

Table 1.3
 CHAPTER 02

CONCEPTUAL BACKGROUND AND LITERATUE REVIEW.

THEORETICAL BACKGROUND OF THE STUDY:

HR AUTOMATION MEANING:

Software is used in human resources automation (HR automation) to digitise and automate time-
consuming, repetitive operations including payroll, timekeeping, and benefit administration.
Employees in Hr are thus allowed to concentrate on adding value to the firm, strategic activities.
Additionally, It increases security and efficiency while lowering the possibility of human error.

The time and amount of paper required for routine HR activities has given rise to HR automation.
It’s time to discover a new method of working if the HR experts on your team spend-more time
on administration than using their significant abilities in other zones of the company.

However, moving from a manual method to HR automation necessitates a specific level of

expertise and training in order to be successful. The time, effort, and money you’ll spend getting
there, however, will be much outweighed by the advantages of HR automation for every employee.

BNEFITS OF HR AUTOMATION:

By releasing staff members to work on more important or difficult duties, automating HR chores
can save time. Additionally, it can boost productivity, increase security, and lessen the likelihood
of human error. The following are some added benefits of HR automation:

• REDUCED WASTE: The amount of paperwork that HR departments come across after
making the conversion to automation may decrease, which lowers the cost of materials and
human processes.
• MAKING DECISIOND BASED ON DATA: Companies can assess various procedures
and their success by tracking data across HR functions. The information gathered can be
utilised to generate reports, assess what needs to be done, examine employee satisfaction,
and look for patterns. Best practises can then be developed using this knowledge.
 • CONSISTENCY AND TRANSPARENCY: Workflow automation may increase
responsibility and clarify roles for managers and employees. When operations are
automated, employees can conveniently submit expenditure reports or adjust their perks.
Automated procedures help provide consistent HR practises across the board for companies
with several locations.
• GREATER OUTPUT AND MORE EFFECTIVE USE OF RESOURCES: Human
resources departments can devote more time to difficult tasks by automating simple but
tiresome activities. Additionally, employees can save time on HR procedures like
requesting time off or selecting rewards.

• IMPROVED SECURITY PROCEDURES- Companies can organise protected

information and deliver tools to those staffs who want them by managing access layers.

CHALLENGES:

While an organisation can gain a number of advantages by automating HR functions, there are
obstacles and restrictions. Many HR responsibilities entail dealing with sensitive personal issues
that call for soft skills and emotional intelligence, both of which demand sophisticated human
connection. The following are some obstacles to HR automation adoption:

• Integration into existing architectures and procedures- It might be challenging to

incorporate current HR automation software into existing IT infrastructures since it is frequently
specialised with capabilities targeted at particular activities.

• Privacy and security- HR software gathers a considerable amount of organised and

unstructured data. To reduce ethical worries, it should be made clear how the data will be
utilised.

• Supporting automation or AI projects- Effective recruitment and employee experience

evaluation can be challenging. Organisations must figure out how to leverage data from HR
automation technologies to inform decisions and improve workflow.
AUTOMATION FEATURES TO LOOK FOR IN HR SOFTWARE:
When investing in HR technology, a company should seek for a few essential automation
elements, such as the following, even though some automation aspects are extra useful than
others depending on the demands of the organisation:

• Resources for hiring and recruiting- The ability to automate the gathering and analysis
of employee data, particularly that of new hires or candidates, is a feature of HR software
systems. They comprise tools for figuring out pay scales, organising job candidates,
applicant tracking systems, and tools for approving or rejecting applicants based on
particular requirements.

• Tools for employee portal- Employee portals that are accessible and easy to use give
staff members access to a dashboard with crucial data and practical tools. Employees
have the ability to track training programmes, modify their perks, and seek time off. Real-
time access is provided by the software to management and other relevant parties, as well
as to any significant employee data and forms.

• Tools for payroll and benefits- These comprise salary receipts and documents, direct
deposit tracking, pay and benefit calculators, and salary receipts. Payroll technologies
connect pay information with readily available employee information, improving payout
accuracy and scheduling. Tools for managing employee benefits such as healthcare
coverage, bonuses, promotions, and eligibility are available.

• Tools for efficient workflow- Updates can be automatically pushed to categorised

recipient lists using workflow tools. They can also oversee process steps and gather
feedback.

• Tools for tracking time and holiday- These tools include time allocation, leave
entitlement and balance, overtime, and shift scheduling and management.

• Tools for evaluating performance- Tools for performance evaluation include gathering
data, organising performance reviews, and tracking feedback. These skills might have
capabilities for identifying concerns with low performance and turnover tendencies.
 • Tools for educating employee- The capacity to manage training opportunities, track staff
competences, and keep tabs on learning progress are all capabilities of training tools.

• Tools for talent management and retention- Prior to employee resignations, tools can
gather Information on employee happiness and identify areas that require improvement.
Retention tools can identify frequent actions that could signal impending resignations,
such as early departures, a lack of involvement, or a decline in interest in long-term
objectives.

• Tools for data administration and analysis- Any data set can be analysed by analytics
tools built into HR automation software to uncover patterns or trends that can used to
inform decisions. Easy data collecting, thorough report creation, and data visualisation
are examples of sophisticated data management features.

CONCEPTUAL FRAMEWORK:

Recruitment

Payroll

Trainning HR automation Employee

practices satisfaction

Communication

Onboarding

Fig 2.1
 ➢ RECRUITMENT.

The process of identifying, attracting, interviewing, selecting, hiring, and onboarding personnel
is referred to as recruitment. In other words, it includes everything from identifying a staffing
requirement through filling it. Recruitment is the job of a variety of individuals depending on the
size of an organisation. Larger organisations may have full teams of recruiters, whilst smaller
organisations may just have a single recruiter. In small businesses, the hiring manager may be in
charge of recruiting. Furthermore, many businesses outsource their recruiting to third-party
services. Companies virtually always hire new employees through adverts, job boards, social
networking platforms, and other means. Many businesses use recruiting tools to find top
employees more quickly and efficiently. In any case, recruitment is usually done in collaboration
with or as part of Human Resources.

The general steps involved in the hiring process at IBM Bangalore:

1. Online Application: Start by submitting an online application through the IBM careers
website or other job portals. Ensure that you provide accurate and complete information
regarding your qualifications, work experience, and skills.

2. Resume Screening: The HR team will review the applications received and shortlist
candidates based on the qualifications and requirements for the position. If your application
matches the criteria, you may proceed to the next stage.

3. Assessment Tests: IBM may require candidates to take online assessment tests to evaluate
their technical skills, aptitude, or other relevant competencies. These tests may be conducted
remotely or at an IBM assessment centre, depending on the position.

4. Technical Interview: If you pass the assessment tests, you will be invited for a technical
interview. This interview may be conducted in person at the IBM Bangalore office or remotely
through video conferencing. The purpose of the technical interview is to assess your knowledge
and expertise in the specific area related to the role you are applying for.

5. HR Interview: Once you clear the technical interview, you may proceed to the HR interview.
This interview is typically conducted to evaluate your fit with the organization, assess your
communication skills, and discuss your career aspirations. It may involve inquiries about your
preceding job experience, strengths, weaknesses, and your motivation to work at IBM.
6. Background Check: After successfully completing the interviews, IBM may conduct a
background check to verify the information provided by you during the application process. This
may include employment history verification, educational qualification verification, and other
relevant checks.

7. Offer: If you pass the background check and meet all the requirements, you may receive a
formal offer from IBM Bangalore. The offer will include details about the position,
compensation package, benefits, and other relevant information. Review the offer carefully,
negotiate if necessary.

IBM employees a combination of recruitment methods to attract talent, including

1. online job portals

2. career fairs

3. campus placements

4. employee referrals

5. recruitment agencies.

BRASSRING TOOL:

Accessing BrassRing for Talent Suite Users

• organization has two BrassRing sites:

– The Staging site is for testing and training.

– The Production site is for day-to-day recruiting

BrassRing Inc. offers a vertically integrated suite of online and offline recruitment and hiring
management solutions. The Company provides career events in North America and Europe, as
well as offers online recruiting services.
 Fig 2.2

• The home page is designed to display cards, grids, visualizations, and welcome messages specific
to five different personas: – Recruiter – Hiring Manager – Administrator – HR User – Reporting /
Analytics

• The HR Status Categories must be mapped in order for visualizations to work on the home page
and within the required folders.

• Based on configuration and appropriate privileges, the home page for users with recruiter persona
displays information specific to their requisitions in individual containers. The containers come
with multiple view options and the provisions to refresh and update data in them.

• Users can switch to grid view and to visualizations that provide pictorial representation of the
data about time to fill and required aging.

• You can add up to 20 fields for display in the My Open Required grid views.
 ➢ PAYROLL:

Payroll dealing out in India involves the series of actions required to compute the complete
compensation for every employee within a company or organization. This complex process
encompasses the calculation of various components such as gross-salary, bonus, net-salary, daily-
wages, payments for Provident Fund (PF), professional tax, Tax-Deduction at Foundation ,
allowances, and other elements that constitute the monthly salary payout for employees.

PAYROLL PROCESSING METHOD:

Payroll Software: IBM Bangalore may utilize specialized payroll software to automate and
streamline the payroll processing tasks. These software solutions can calculate salaries,
deductions, taxes, and other components based on predefined rules and regulations.

Automation:

There are numerous payroll automation programs and technologies available that perform
payroll calculations and cut down on manual labour while boosting efficiency. The problems
with spreadsheets and outsourcing payroll are resolved by automated payroll software. It
removes the possibility of clerical or mathematical errors. The software must be updated to
reflect the most recent compliance regulations, though.

A chatbot is a computer program that uses artificial intelligence (AI) and natural language
processing (NLP) to understand customer questions and automate responses to them, simulating
human conversation.

CHATBOTS:

Historically, chatbots were text-based, and programmed to reply to a limited set of simple
queries with answers that had been pre-written by the chatbot’s developers. They operated like
an interactive FAQ, and while they worked well for those specific questions and answers on
which they had been trained, they failed when presented with a complex question or one that
hadn’t been predicted by the developers.

Over time, chatbots have integrated more rules and natural language processing, so end users can
experience them in a conversational way. In fact, the latest types of chatbots are contextually
aware and able to learn as they’re exposed to more and more human language.
Today’s AI chatbots use natural language understanding (NLU) to discern the user’s need. Then
they use advanced AI tools to determine what the user is trying to accomplish. These
technologies rely on machine learning and deep learning—elements of AI, with some nuanced
differences—to develop an increasingly granular knowledge base of questions and responses that
are based on user interactions. This improves their ability to predict user needs accurately and
respond correctly over time.

➢ COMMUNICATION:

Workplace communication is the exchange of information and messages between individuals or

groups within a professional setting. It includes verbal and written communication, such as This
includes face-to-face conversations, emails, chat messages, videoconferencing, phone calls, and
other methods used to convey information in the workplace. Nonverbal communication like eye
contact, body language, and tone of voice are also important aspects of workplace communication.
Effective workplace communication is crucial for the smooth operations and success of an
organization, as it encourages collaboration, coordination, and understanding among employees.

Workplace communication can be categorized into three types:

• Verbal Communication: involves the use of spoken words to convey information

(meetings, presentations, voice messages).
• Written communication: involves the use of written words to convey information
(emails, reports, slack messages).
• Visual communication: involves the use of images, graphics, or other visual elements to
convey information (charts, diagrams, online meetings).

Create clear communication channels, practice active listening, and be open and transparent in
the workplace to improve communication. To keep everyone informed and on the same page, use
clear, short language and give frequent updates.
Good communication in the workplace ensures employees have the information they need to
perform well, builds a positive work environment, and eliminates inefficiencies. Effective
communication should accurately convey information while maintaining or improving human
relationships.
MS OUTLOOK:
Microsoft Outlook is the preferred email client used to send and receive emails by
accessing Microsoft Exchange Server email. Outlook also provides access contact, email
calendar and task management features.
Microsoft Outlook may be used as a standalone application, but it is also part of the Microsoft
Office suite and Office 365, which includes Microsoft Excel and PowerPoint. Outlook can be
used as a standalone personal email software, and business customers can use Outlook as
multiuser software. Users can integrate it with Microsoft SharePoint to share documents and
project notes, collaborate with colleagues, send reminders and more.

Fig 2.3
 ➢ TRAINING:
Training refers to the teaching and learning activities carried on for the primary purpose of
helping members of an organization acquire and apply the knowledge, skills, abilities, and
attitudes needed by a particular job and organization.
Training of employees and managers are essential in this changing environment. It is an
important activity of HRD which helps in improving the competency of employees. Training
gives a lot of benefits to the employees such as improvement in efficiency and effectiveness,
development of self-confidence and assists everyone in self-management.
Training and development are also very essential to adapt according to changing environment.

The stability and progress of the organization always depends on the training imparted to the
employees. Training becomes mandatory under each and every step of expansion and
diversification. Only training can improve the quality and reduce the wastages to the minimum.

fig 2.4
TYPES OF TRAINING:
1. Induction training:
Also known as orientation training given for the new recruits in order to make them familiarize
with the internal environment of an organization. It helps the employees to understand the
procedures, code of conduct, policies existing in that organization.

2. Job instruction training:

This training provides an overview about the job and experienced trainers demonstrates the
entire job. Addition training is offered to employees after evaluating their performance if
necessary.
3.Vestibule training:
It is the training on actual work to be done by an employee but conducted away from the work
place.
4. Refresher training:
This type of training is offered in order to incorporate the latest development in a particular field.
This training is imparted to upgrade the skills of employees. This training can also be used for
promoting an employee.

5 Apprenticeship training:

Apprentice is a worker who spends a prescribed period of time under a supervisor. A chatbot is a
computer program that uses artificial intelligence (AI) and natural language processing (NLP) to
understand customer questions and automate responses to them, simulating human conversation.

CHATBOT:

Historically, chatbots were text-based, and programmed to reply to a limited set of simple
queries with answers that had been pre-written by the chatbot’s developers. They operated like
an interactive FAQ, and while they operated well for those specific questions and answers on
which they had been trained, they failed when presented with a complex question or one that
hadn’t been predicted by the developers.

Over time, chatbots have integrated more rules and natural language processing, so end-users can
practice them in a informal way. In fact, the latest types of chatbots are contextually aware and
able to learn as they’re exposed to more and more human language.
Today’s AI chatbots use natural language-understanding (NLU) to discern the user’s need. Then
they use advanced AI tools to determine what the user is trying to accomplish. These
technologies rely on machine learning and deep learning—elements of AI, with some nuanced
differences—to develop an increasingly granular knowledge base of questions and responses that
are founded on user interactions. This improves their ability to predict user needs accurately and
respond correctly over time.

➢ ONBORDING PROCESS:

Employee onboarding is broadly defined as the process of familiarizing a (new) employee with
the organizations policies, the employee’s role in the organization, and the organizations culture.
It also involves creating an environment in which the employee is made comfortable enough to
interact freely with their colleagues and establish social relationships in the workplace.
onboarding is not only associated with new employees. Employees move laterally into new roles,
known as Cross boarding (covered later in this article), and they also need to be onboarded
following a similar process. While they may be familiar with organizational culture, team culture
may be different. While they may be familiar with company policies, they may still need a
mentor to guide them through their new role.

ON-BOARD MANAGER TOOL:

A user onboarding tool is a software solution designed to guide users through the procedure of
getting happening with a product or service. It typically includes features such as tutorials,
walkthroughs, and prompts that provide step-by-step instructions to help users understand the
product's features and functionality. The goal of a user onboarding tool is to guarantee that
workers can rapidly and easily navigate the product and achieve their desired outcomes,
leading to higher user engagement and retention rates.
A user onboarding tool can guide new users through your product, typically using video or
interactive web pages to show off features, processes, and shortcuts. User onboarding software

can help build customer experiences that are more satisfying and intuitive for both company
and customer.
 Fig 2.5

LITERATURE REVIEW:

1. MOHAMMED AL HAZIAZI, SUBRAHMANIAN MUTHURAMAN, NASSER AL

YAHYAEI, AMANI AL BALUSHI (2007)- FRAMEWORK FOR E-HRM
IMPLEMENTATION & EMPLOYEES SATISFACTION IN SULTANATE OF OMAN

The goal of this study is to learn about E-HRM awareness and to examine the influence of E-HRM
on employee satisfaction through the use of aspects such as E-recruitment and selection, E-
training, E-communication, and E-performance appraisal. The study used a quantitative technique,
and the questionnaire was developed with the help of previous literature reviews to better
understand respondents' perceptions. They employed convenience sampling (154 samples) and
SPSS software for descriptive and statistical analysis. The Cronbach's alpha value was calculated
and create to be 0.872, with a total of 48 questions. The values were discovered to be between 0.60
and 0.90. Affording to the findings, the effect of e-HRM practises and employee work satisfaction
are positively associated.

2 JOHN F. TRIPP, CINDY RIEMENSCHNEIDER, JASON B. THATCHER (2016)- JOB

SATISFACTION IN AGILE DEVELOPMENT TEAMS: AGILE DEVELOPMENT AS
WORK REDESIGN
Over the last decade, a growing number of companies have employed agile software-development
methods Agile software-development advocates claim that an important value proposition of agile
methods is that they make people more motivated and satisfied with their jobs. Agile software-
development advocates claim that an important value proposition of agile methods is that they
make people more motivated and satisfied with their jobs.

3 FADILLAH BINTI ISMAIL, LIM SAOI LING, ADIBAH ABDUL KADIR, ADNAN ALI
HASAN AL HOSAINI (2020)- EMPLOYEE SATISFACTION AND PERFORMANCE OF
E-HRM SYSTEM IN MALAYSIA BANKING SECTOR

This research was aims to identify the level of satisfaction and job performance of the employee
towards the E-HRM system and determine the relationship between employee satisfaction and
employee job performance towards the E-HRM system. This research was conducted a
quantitative method to test whether there is a relation between employee satisfaction variable and
employee performance variable towards the E-HRM system. the sample size for this research is
73 respondents90 survey questionnaires for this study. Analysis results through Spearman’s
correlation coefficient, indicating that the variable of E-HRM system and workers satisfaction has
a relationship at a positive level which is 0.695. The findings of this study help to aware of the
human resources management of banking industries to provide appropriate training, information,
or instruction to their employees before the E-HRM system had been implemented.

4 RIFAT O. SHANNAK, YAZAN NASSER (2012)- THE EFFECT OF THE ADOPTED

COMPUTERIZED HUMAN RESOURCES INFORMATION SYSTEM ON JOB
SATISFACTION IN THE JORDANIAN PRIVATE HOSPITALS

This study was done in order to better understand the relationship between the adopted
computerized human resources information system in the hospitals of the private sector and the
corresponding human resources management practices in those hospitals and its effect on the
employee’s job satisfaction as one indicator of the organizational performance. The sampling
method was used to sample 442 employees within those hospitals. Simple and multiple regressions
and the ANOVA tests were used to test the hypotheses of the research in addition to the resulting
descriptive statistics. The study was able to prove a direct relationship between the computerized
human resources information systems features, and the effectiveness of human resources
management policies and practices. The presence of effective and positive human resources
management practices was found to have mild positive effect on both of the employees' job
satisfaction and organizational culture in the studied sector.
5 ABDUL-KADAR-MUHAMMAD-MASUM, ABDULLAH-MOHAMMAD-AHSANUL
MAMUN, (2014)- THE IMPACT OF E-HRM PRACTICE ON ORGANIZATIONAL
PERFORMANCE

In this study, an integrated E-VALUE model is introduced to examine the relationship between
organizational performance and electronic Human Resource Management practice. The model also
explored the drivers of electronic Human Resource Management practice in the organizations. The
primary data collected by using a closed-ended questionnaire designed on Likert 7-point scale.
Simple random sampling was adopted to yield 674 acceptable responses from 165 organizations
in Bangladesh. The structural equation modelling results indicate that only six drivers out of nine
namely senior executives’ attitude, IT skill of HRM professionals, perceived compatibility, senior
leadership support, firm culture and competitive pressure are revealed a strong positive effect on
E-HRM practice. The study revealed a positive and significant relationship between E-HRM
practice and organizational performance. Moreover, the effect of job satisfaction of HRM
professionals is observed to partially mediate on practice - performance relationship. The practical
implication of the outcome of study and the extent of further research are postulates at the
conclusion.

6 SONAM JAIN (2015)- EMPLOYEES' SATISFACTION TOWARDS E-HRM IN

ORGANIZATIONS

They have done qualitative case study the final sample was dependent on the agreement of every
organisation to take part, so to this extent a convenience sample was used. Conversational
interviews such as those used in the study are appropriate for case studies of e-HRM use. . In the
Organisation focus groups with employees were conducted to enable to talk to more employees.
In total, 50 interviews and five focus groups were undertaken. An interview protocol was
developed based upon the e-HRM literature and discussions. From the above analysis it can be
concluded that respondents from different organisations have different opinion towards all the
Factors like faster Communication, Improvements, Benefits, Employee Management, Time
Efficiency and Client Oriented. Respondents of different age groups have almost same opinion
towards faster Communication, Employee Management and Time Efficiency while they have
different opinion towards Improvements, Benefits, and Client Oriented. E-HRM outcomes are
mainly related to efficiency, service delivery and standardization, relational outcomes and potential
improvements in organisational image.

7 ASLIHAN (1999)- THE IMPACT OF AN INFORMATION SYSTEM ON EMPLOYEE

JOB-SATISFACTION AND ORGANIZATIONAL-COMMITMENT.
This study is designed to understand the impact of information system on employees in terms of
job satisfaction and organizational commitment. Therefore, the changed occurred by the
information system has a positive impact on certain points and this includes to lead in job
satisfaction.

8 MUHAMAD AYISY MUQIZDINIY GHAZALLI, V (2021)- IMPACT OF AUTOMATION

AND ROBOTICS IN IBS TOWARDS OCCUPATIONAL SAFETY, EMPLOYEE
SATISFACTION AND PRODUCTIVITY

The purpose of this research is to identify the impact of automation and robotics in IBS towards
occupational safety, employee satisfaction and productivity. This study also aims to examine
relationships of the determinants towards utilization of automation and robotics in IBS. This is
quantitative research as the survey was done through the distributions of questionnaires filled by
the respondents. This study is to analyse the relationship between the effect of automation and
robotics in IBS towards occupational safety, employee satisfaction and productivity and thus some
recommendations are provided to increase the level of awareness among the developers in our
country. The research suggested that the impact of automation and robotics in IBS can bring many
advantages to the workers, company and our country. It is hope that the study can contribute to the
improvement of using automation and robotics in IBS.

9 PUJA SAREEN (2015)- STUDY OF EMPLOYEE SATISFACTION TOWARDS E-HRM

SYSTEM

The case study finds a relationship between various demographic variables and level of
satisfaction of employees towards e-HRM system of their respective organizations. Research has
been carried out in NCR of India. A sample of 182 respondents was taken into consideration. The
data has been collected through a well drafted pre-tested questionnaire from three organizations
the results show that tenure, work experience and age have a significant relationship with the ‘level
of satisfaction’ towards the e-HRM system for ‘End-users’ of selected organizations. However,
there is no significant relationship of the ‘level of satisfaction’ with gender for ‘End-users’ of
selected organizations.

10 MAZEN KAMAL QTEISHAT (2015)- THE IMPACT OF INFORMATION SYSTEM

SUCCESS FACTORS, HUMAN RESOURCE STAFF SATISFACTION, AND E-HUMAN
RESOURCE USE ON ORGANIZATIONAL BENEFIT

This case study tells us the relationship between Human Resource Staff Satisfaction

influence E-human resource staff use. Data collection for this investigation involved the
development of a structured questionnaire for testing the three hypotheses proposed for

this study. The questionnaire was electronically sent to 240 human resource professionals working
in different industries that had adopted some type of electronic human resource management
system. A total of 240 questionnaires were sent with 216 returned. This represents a response rate
of 90 percent, reducing the potential for response rate bias. Of this group 193 were completed and
deemed valid for the purposes of this investigation. The total sample size yields a confidence
interval of 95 percent for a population with an unknown size. This sample size was deemed
adequate for this investigation.

11 MANI VANNAN (2015)- PROPOSING A MODEL FOR USER SATISFACTION IN

ELECTRONIC-HUMAN-RESOURCE-MANAGEMENT

The Human-resource-management purpose in organizations needs to play an increasingly strategic

role in the current knowledge economy as the human-capital is the greatest important asset for
organizations. However, the human resource management function needs to prioritize its tasks so
as to play such a demanding role and hence needs to reduce its efforts on the routine administrative
tasks. Automation provides a solution to this need. Among the automation methods, electronic
human-resource-management is an evolving tool that involves the end users of human resource
function in the work process. Past studies on automation of electronic human resource
management implementation in India has not focused much on the important dimension of user
satisfaction that leads to better implementation. Hence this study aims to quantity the impact of
automation on the human resource function of organizations. Also, it is planned to study the factors
contributing to success of the automation. This paper focuses on implementation of automation of
Human Resources function and its impact and proposes a conceptual implementation model for
successful automation with ten dimensions for web based human resource automation. This study
found that the automation has contributed to the employee effectiveness and the model of user
acceptability of E-HRM that predicts the ease with which the system can be made usable and
thereby ensure project success. Further study proposes to use this model to organizations in
different sectors to validate the generalizability of the model for all types of organizations aiming
for implementing E-HRM.

12 HADZIROH IBRAHIM, FARIDAHWATI MOHD SHAMSUDDIN (2018)- THE

STRUCTURAL RELATIONSHIP BETWEEN ORGANISATIONAL-INFORMATION
SYSTEM RELATED SUPPORT, TECHNOLOGY SELF-EFFICACY, AND END-USER
SATISFACTION WITH EHRM
The resolution of this paper is to find the effect of automation and robotics in IBS towards
occupational safety, employee satisfaction and productivity. This study also aims to examine
relationships of the determinants towards utilization of automation and robotics in IBS. Based on
the study agenda, there are three contributing effects identified as dependent variables namely
occupational safety, employee satisfaction and productivity while the effect of automation and
robotics in IBS is identified as the independent-variable in this study. This is quantitative research
as the survey was done through the distributions of questionnaires filled by the respondents. A total
of 50 respondents actively participated in the survey and a return rate of 100 percent were gained
back from the survey. This study is to analyse the connection among the effect of automation and
robotics in IBS towards occupational safety, employee satisfaction and productivity and thus some
recommendations are provided to raise the level of awareness among the developers in our country.
The research suggested that the impact of automation and robotics in IBS can bring many
advantages to the workers, company and our country. It is hope that the study can pay to the
improvement of using automation and robotics in IBS.

13 The contribution of e-HRM to HRM-effectiveness

This paper aims to look at whether this is of benefit to an organisation. – The study was conducted
in the Ministry of Internal Affairs in The Netherlands, where E-HRM in the form of employee self-
service applications was introduced. The study shows that individual assessment of E-HRM
applications influences HRM technical and strategic effectiveness. This is especially so in the
perceived quality of the content and the structure of E-HRM applications which have a significant
and positive effect on technical and strategic HRM effectiveness

14 MAZEN KAMAL QTEISHAT (2014)- THE IMPACT OF INFORMATION SYSTEM

SUCCESS FACTORS, HUMAN RESOURCE STAFF SATISFACTION, AND E-HUMAN
RESOURCE USE ON ORGANIZATIONAL BENEFIT

Organizations have limited resources for investment making it imperative that resources utilized
provide some benefit for the organization. Electronic human resource management (EHRM)
systems have been shown to have notable benefits for the organization including cost saving
capabilities. However, when implemented in practice E-HRM systems consistently fail to produce
desired results. Given these issues, the current investigation sought to determine factors relating to
organizational outcomes through the use of E-HRM. Specifically, the DeLeon and McLean Model
of Information Systems Success were modified for the analysis of E-HRM systems. The results
indicate that service and information quality impact staff satisfaction with E-HRM, leading to the
intent to use the system and benefits for the organization
15 Mr. Pravin Dinkar Kamble (2018)- A Study on Factors-Influencing Attitude Towards
Using Electronic-HRM

This study is an initial enquiry on technology factors (clarity of E-HRM goals, E-HRM trust, and
user satisfaction with E-HRM, perceived usefulness, and perceived ease of use, intention to use E-
HRM, user support, social influence, and facilitating conditions) and attitude towards using E-
HRM among 59 NON-HR professionals to understand employee behaviour with the help of
identified factors. This paper also highlights areas for future research on this unique topic among
the HR professionals as a whole.

16 ADAN MOUSA, WALEED ALHYASAT (2016)- ELECTRONIC HUMAN RESOURCES

MANAGEMENT PERCEIVED USEFULNESS, PERCEIVED EASE OF USE AND
CONTINUANCE USAGE INTENTION: THE MEDIATING ROLE OF USER
SATISFACTION IN JORDANIAN HOTEL.

This study aims to assess the relationship between Electronic Human Resources Management
Perceived Usefulness, E-HRM Perceived Ease of Use, and Continuance Usage Intention (CUI) in
the Jordanian Hotel Sector (JHS) and to determine the mediating role of user satisfaction towards
e-HRM between e-HRM PEOU, PU, and CUI evident in non-Western contexts, particularly in the
Middle East region. An empirical study was conducted at JHS, and data from (123) HR experts
working at 30 Five-Star hotels—the highest rated hotels in Jordan—were gathered. The main data
was gathered via a standardized questionnaire. The relationship and effects between the variables
were tested using the "Structural Equation Modelling" (SEM) methodology, and SPSS and Smart-
PLS were used for analysis. e-HRM PEOU was positively related to CUI, whereas e-HRM PU
showed no significant effect on CUI, and user satisfaction showed a direct and positive influence
on CUI, according to the SEM analysis, which makes it clear that the measurement model that has
been proposed and structural model is a satisfaction of the necessary fitness conditions. As for the
indirect impact, e-HRM PU had no immediate impact on CUI and no indirect effect on CUI
through user satisfaction e-HRM PEOU was positively related to user satisfaction, which, in turn,
was positively related to CUI. Thus, user satisfaction was shown to play a mediating role between
e-HRM PEOU and e-HRM CUI. The paper has implications for providing insights for the e-HRM
user to manage the usage of e-HRM efficiently. In general, enhancing user satisfaction toward e-
HRM can result in a high level of CUI. Besides, users should realize PU and user satisfaction to
improve the usage of e-HRM and CUI.
17 NGUYEN TU LAN ANH, NHAT TAN PHAM, HA THANH NGA, NGUYEN THI THU
HUONG (2019)- JOB SATISFACTION IN REMOTE WORK CONTEXT: THE
MEDIATING EFFECT OF WORK-LIFE BALANCE AND DIGITAL HRM SUPPORT

By analysing of quantitative data from remote workers of skill and construction firms, this study
attempts to contribute to the literature of HRM by implementing digital technology into HRM
practices to drive employee job satisfaction and work-life balance, mostly in the remote work
environment. A survey questionnaire was given out target respondent who working remotely
mainly in IT. Out of 215 samples responded to the study, 208 usable samples were utilized to
measure the proposed hypotheses. After measuring the reliability and the validity of scales by
Cronbach’s Alpha and Exploratory Factor Analysis, regression-model analysis was showed to
evaluate the impact of digital HRM in the relationship between work-life balance and job
satisfaction by SPSS 25. The findings of study show that digital HRM plays an important function
of organization in terms of boosting satisfaction of remote workers as-well-as enhancing the
relation to employee with their working and non-working time. Additionally, the mediating effect
of work-life balance in association with digital HRM and job-satisfaction has remained confirmed
since this study.

18 MANIVANNAN S.K.AND, DR A. CHANDRAMOHAN (2012)- A CONCEPTUAL

MODEL OF USER SATISFACTION FOR ELECTRONIC HUMAN RESOURCE
MANAGEMENT PORTAL

The current business trend is automation of human resource management. To enable HR

professionals to profit from the introduction of HR automation, research is needed. However, one
of the crucial factors, namely user satisfaction with portal technology, particularly the business-to-
employee portal that enables the implementation potential of electronic human resource
management, has not been sufficiently addressed in past study. In this article, we offer a conceptual
framework for the E-HRM portal user happiness that was derived from a thorough literature
assessment of the portal's user satisfaction measurement tools. Information Content, Ease of Use,
Convenience of Access, Timeliness, Efficiency, Security, Confidentiality, Communication, and
Layout are the nine factors that make up user satisfaction with the E-HRM site.

19 PARVEEN KAUR (2013)- E-HRM:

In this constantly evolving business world, where change is the only constant, technological
advancements have emerged as a powerful driving force. These innovations have drastically
transformed the way we live, communicate, work, and conduct business. The integration of
technology and digitized business communications has reformed and enhanced various
organizational activities. The far-reaching impact of this IT revolution is evident in every
profession and all management functions. HRM, as a vocation, has also be situated progressively
influenced by the continued development of new-technologies. For example, the outline of the

"Human Resource Information System" (HRIS) 2 decades ago has took about a paradigm shift and
resulted in more efficiency and automation for people-management. With the recent advancements
in web technologies, Electronic-Human-Resource-Management (eHRM) has emerged as a more
potent enabler trendy transmuting the role of HR from a mere advising staff function to a more
strategic line function, becoming an administrative expert, an employee champion, a business
partner, and a change agent. However, the mere accessibility and readiness of an enabler does not
assure successful transformation. This paper will focus on the advantages and disadvantages of
eHRM and discuss whether it is a boon or bane in today's corporate scenario.

20 DR. VIKAS GARG, DR. SHALINI SRIVASTAV (2018)- APPLICATION OF

ARTIFICIAL INTELLIGENCE FOR SUSTAINING GREEN HUMAN-RESOURCE-
MANAGEMENT.

Information technology (IT) has had a important impact on the human-resource-management (HR)
practices and processes. In the current context, there is a growing emphasis on creating smart and
environmentally conscious organizations, and Green HRM is playing a crucial role in integrating
corporate environmental management into the realm to human-resource-management. The rise of
artificial intelligence (AI) in the field of HR-technology is promising development that can
potentially replace or enhance the effectiveness of green HRM processes. Organizations can
leverage AI for tasks such as candidate screening, employee engagement, employee re-
engagement, and career development, all while minimizing the use of resources and reducing
overall environmental impact. AI can be applied to HR policies, procedures, and perspectives, thus
boosting the effectiveness of green human-resource-management. This study aims to examine the
appearance of AI in the context of green HRM processes and analyse the potential benefits of AI
through secondary data. The paper aims to provide visions into in what way technology can be
harnessed to transform effective HR into sustainable HR.
RESEARCH GAP:

HR automation practices can differ broadly across organizations, with some companies automating
many HR functions and others relying on more traditional methods. One potential research gap
could be to investigate whether there is a standardized approach to HR automation that is utmost
effective for improving employee satisfaction. This could involve exploring the specific HR
processes that are most generally automated and identifying best practices for applying automation
in these areas
 CHAPTER 03

RESEARCH DESIGN:

The link between HR automation practices and employee Satisfaction is not always obvious or
easily measurable. While it is widely believed that a strong HR automation practices can positively
impact employee Satisfaction by increasing in use of automated tools in recruitment (BrassRing
tool),Payroll(Chat bots),Training(bots) ,Communication(Box Tool), Onboarding(On-board
manager software). Furthermore, Employee satisfaction evaluation methods often focus solely on
outcome-based measures, such as productivity or revenue, and overlook the impact of a HR
automation practices on employee satisfaction and long-term success. This narrow focus limits the
capacity to find the specific ways in which HR automation practices contributes to enhanced
performance and inhibits the application of effective strategies to strengthen the HR automation
practices. Thus, there is a want for a comprehensive and valid assessment framework that can
evaluate the HR automation practices and its impact on employee satisfaction. By understanding
the strengths and weaknesses of the HR automation performs, organizations can make informed
choices to enhance their productivity

STATEMENT OF THE PROBLEM:

HR automation practices have become progressively popular between organizations, as they offer
numerous advantages such as increased efficiency, accuracy, and cost savings. However, the
impact of HR automation practices on employee satisfaction remains unclear. While some reason
that robotics may lead to job insecurity and reduced job satisfaction, others suggest that it can free
up employees' time for more expressive works and improve overall job satisfaction. So, there is a
need to explore the impact of HR automation practices on employee satisfaction.

NEED FOR THE STUDY:

• employee satisfaction is a critical factor in organizational success, as it is linked to

employee retention, productivity, and customer satisfaction. By understanding the impact
of HR automation on employee satisfaction, organizations can optimize their use of
automation to create a positive-work environment that advantages both the organization
and its employees.

• The increasing use of technology and automation is transforming the nature of work, and
it is important to understand how these changes affect employee satisfaction. By
 understanding the impact of automation on employee satisfaction, organizations can create
a positive work environment that supports employee well-being and productivity.

OBJECTIVES:

• To know the HR automation practices.

• To study the relationship between the HR automation and Employee satisfaction.

• To study the impact of HR automation on Employee satisfaction.

HYPOTHESES:

• H0: There is no significant relationship between HR automation and Employee

satisfaction.

• H1: There is a significant relationship between HR automation and Employee satisfaction.

• H0: There no significant impact of HR automation on Employee satisfaction.

• H2: There is a significant impact of HR automation on Employee satisfaction.

SCOPE OF THE STUDY:

• The study should aim to examine the effect of HR automation on employee satisfaction
and identify the mechanisms through which this effect occurs. The study can also aim to
identify best practices for implementing HR automation to enhance employee satisfaction.
• The study could investigate the impact of HR automation practices on employee
satisfaction, including factors such as job security-job satisfaction-employee engagement-
work-life balance- and career growth opportunities.
• The study could explore the mechanisms through which HR automation practices affect
employee satisfaction, such as changes in workload, job security and opportunities for
career growth.
RESEARCH METHODOLOGY:

Research design- Descriptive

research Methodology –

✓ Data collection: The data is collected from both-primary and secondary-sources.

✓ Primary Data: The source of primary data id through Questionnaire based on objective
✓ Secondary Data: The secondary information were collected from journals, websites.
✓ Sample Population: IBM employees
✓ Sample Size: The sample-size of the study is 110
✓ Sampling Technique: The technique used for selecting is probability sampling technique.
✓ Tool for analysis: Corelation, Regression.
✓ Software used: SPSS
The focus of this study is to analyse the employee satisfaction on the Human resource
practises in relation to its factors such as recruitment, training, communication, Payroll,
Onboarding. The post tested survey questionnaire was developed in conjunction with the
works review aimed at understanding respondents’ perception and attitude towards
automated HR practices. The study adopted the descriptive research and it was applied to
IBM, Bangalore. The data collection procedure was collected through a closed ended
structured questionnaire. The questionnaire was distributed to few sample populations for
the reliability. The sample population was IBM employees where the size was taken as 100.
The sampling technique was taken as probability technique where the samples is chosen
from larger population using a method based on probability theory.

LIMITATIONS:

• The study's result may not be generalized to all organizations, as different organizations
may have varying HR automation practices and employee satisfaction levels.
• The study may be restricted by selection bias the study only focuses on one type of
employee or one department within an organization.
 CHAPTER 04

ANALYSIS AND INTERPRETATION:

Data Analysis and Interpretation:

This chapter provides the study's findings. Additionally, it emphasizes the four sections of response
rate, context information on respondents, HR automation practices, employee Satisfaction, and
discussions of the findings. The findings are displayed as graphs, figures, and tables.

➢ Frequency of respondents Age:

AGE
Frequenc Percent
y
20-30 90 82.6
31-40 19 16.5
41-50 1 .9
Total 110 100.0
Table 4.1

AGE
31-40 41-50
16% 1%

20-30
83%

20-30 31-40 41-50

Graph 4.1

Interpretation:

The responses about age are displayed. According to the study's findings, 82.6% of respondents
from 20-30 years old, 16.5% of respondents were in the 31-40 age range, and 0.9% of respondents
were in the 41-50 age range. This means that the popular of respondents were in the 20–30 age
range.
 ➢ Frequency of respondent’s gender:

GENDER
Frequenc Percent
y
male 52 46.8
female 58 53.2
Total 110 100.0

Table 4.2

GENDER

male
female 47%
53%

male female

Graph 4.2

INTERPRETATION:

It is clear from the data shown above on the gender of the respondents that 53 percent of them
were men and 47 percent were women. The outcomes suggest that there are more men than women
in the study.
 ➢ Frequency of respondent’s qualification:

QUALIFICATION
Frequenc Percent Valid Cumulative
y Percent Percent
graduate 37 33.9 33.9 33.9
masters 38 34.9 34.9 68.8
Valid
engineering 35 31.2 31.2 100.0
Total 110 100.0 100.0

Table 4.3

QUALIFICATION
engineerin
g
31% graduate
34%

masters
35%

graduate masters engineering

Graph 4.3

INTERPRETATION:

It is clear from the study that there are 31% of engineering, 34% of them are graduated and 35%
of employees are done masters. This means 35% of respondents have done their masters.
 ➢ Frequency of Experience:

WORK EXPERIENCE
Frequenc Percent Valid- Cumulative-
y Percent Percent
0-5 years 89 81.7 81.7 81.7
6-15 years 20 17.4 17.4 99.1
Valid 16-25 1 .9 .9 100.0
years
Total 110 100.0 100.0

Table 4.4

EXPIRIENCE
16-25 years
6-15 years 1%
17%

0-5 years
82%

0-5 years 6-15 years 16-25 years

Graph 4.4

INTERPRETATION:

Interpretation As per this graph, 81.7% 0f the respondents are having 0-5 years’ experience, 17.4%
of the respondents have 6-15 years of experience, 0.9% of the respondents have16-25 years. From
this we can say that most of the respondents have 0-5 years of work experience
Reliability Test:

The accuracy of the scale used to data collecting has been examined using a reliability test. The
reliability of the questionnaire items was calculated using the Cronbach’s Alpha index.

Reliability Test

Case-Processing-Summary
N %
Valid 108 98.2
Cases Excludeda 2 1.8
Total 110 100
a. Listwise deletion based on all
variables in the procedure.
Table 4.5

The case outline table ensures 2 missing information and number of respondents are 110.

Reliability Statistics

Reliability Statistics
Cronbach's
N of Items
Alpha
0.948 24
Table 4.6

INTERPRETATION:

As per the reliability test results, the respondent had the option to grasp each question and
provided accurate responses to all of them, with a Cronbach’s Alpha score of 0.948 being the
outcome.

We can see that the Cronbach’s Alpha worth of 0.948, which is higher than 0.70, Demonstrates
that the information is reliable for use in the factual test.
Correlation analysis

Corelation analysis is a measurable technique utilized in exploration to recognize the connection

between two factors and survey the strength of their direct relationship.

Correlation analysis assesses the strength of a link between two variables. Through correlation
analysis, you may find the correlation coefficient, which shows how much one variable changes
when the other one does. Correlation analysis can be used to establish the linear relationship
among two variables.

• H0: There is no significant relationship between HR automation practices and employee

satisfaction.
• H1: There is a significant relationship between HR automation practices and employee
satisfaction.

Correlations
HRA_Mean ES_Mean
Pearson
1 .873**
Correlation
HRA_Mean Sig. (2-
0.000
tailed)
N 110 110
Pearson
.873** 1
Correlation
ES_Mean Sig. (2-
0.000
tailed)
N 110 110
**. Correlation is significant at the 0.01 level (2-
tailed).

Table 4.7
INTERPRETATION:

From the above table significant level is 0.000 which is less than 0.05 indicating there is
significant relation between the HR automation practices and Employee satisfaction. As the
Correlation value 0.873 is indicating a positive correlation between the variable hence, we reject
null hypothesis and accepting alternative hypothesis.

Correlations
R_Mean P_Mean T_Mean C_Mean OP_Mean ES_Mean
R_Mean Pearson
1 .676** .733** .752** .644** .751**
Correlation
Sig. (2-
.000 .000 .000 .000 .000
tailed)
N 110 110 110 110 110 110
P_Mean Pearson
.676** 1 .671** .690** .677** .729**
Correlation
Sig. (2-
.000 .000 .000 .000 .000
tailed)
N 110 110 110 110 110 110
T_Mean Pearson
.733** .671** 1 .694** .717** .756**
Correlation
Sig. (2-
.000 .000 .000 .000 .000
tailed)
N 110 110 110 110 110 110
C_Mean Pearson
.752** .690** .694** 1 .693** .823**
Correlation
Sig. (2-
.000 .000 .000 .000 .000
tailed)
N 110 110 110 110 110 110
OP_Mean Pearson
.644** .677** .717** .693** 1 .739**
Correlation
Sig. (2-
.000 .000 .000 .000 .000
tailed)
 N 110 110 110 110 110 110
ES_Mean Pearson
.751** .729** .756** .823** .739** 1
Correlation
Sig. (2-
.000 .000 .000 .000 .000
tailed)
N 110 110 110 110 110 110
**. Correlation is significant at the 0.01 level (2-tailed).
Table 4.8

Employee satisfaction have an important relationship with Recruitment as P value (0.00) is less
than 0.05.

Employee satisfaction have an important relationship with Payroll as P value (0.00) is less than
0.05.

Employee satisfaction have an important relationship with Trainning as P value (0.00) is less
than 0.05.

Employee satisfaction have an important relationship with Onboarding as P value (0.00) is less
than 0.05.

Employee satisfaction have an important relationship with communication as P value (0.00) is

less than 0.05.

so, we are rejecting null hypothesis and we are accepting alternate hypothesis From the study it
is found that Employee satisfaction is having moderate (0.751) positive correlation with
Recruitment, Moderate (0.729) positive correlation with Payroll, Moderate (0.756) positive
correlation with Trainning, Moderate (0.823) positive correlation with Communication and
Moderate (.739) positive correlation with Onboarding.

Regression-Analysis

Regression Analysis is used to predict the impact of independent variables on dependent

variable. It is the method able to identify the degree of impact and significant influence of
independent variables on dependent variable.

• H0: There no significant impact of HR automation on Employee satisfaction.

• H2: There is a significant impact of HR automation on Employee satisfaction.
Variables Entered/Removed

Variables Entered/Removed
Variables Variables
Model Method
Entered Removed
OP_Mean,
R_Mean,
1 P_Mean, . Enter
T_Mean,
C_Mean
a. Dependent-Variable: ES_Mean
b. All requested variables entered.

Table 4.9

INTERPRETATION:

From the above table of regression, it shows that Recruitment, payroll, communication,
Trainning, onboarding process these are the factors of independent-variables and Employee
pleasure is a Dependent-Variable.

Model Summary

Model Summary
Adjusted Std.
R
Model R R Error
Square
Square Estimate
1 .873a 0.777 0.766 0.24681
a. Predictors: (Constant), OP_Mean, R_Mean,
P_Mean, T_Mean, C_Mean

Table 4.10
Interpretation:

The model summary indicates through R square how much of the dependent-variable is
described by the independent-variable. That exists, in the current study, 77.7% of the dependent
variable employee Satisfaction with work can be described by the independent-factors of
recruitment, payroll, communication, training, and onboarding.

Anova of Regression-Analysis

Table 4.11

INTERPRETATION:

According to study, the significant worth is less than 0.05, indicating that we are rejecting the
null hypothesis and adopting the alternate hypothesis. The significant result indicates the model
is a good fit for regression analysis and how independent factors explain the dependent variable.

Coefficients of regression analysis

Coefficients

Unstandardized Standardized
Model t Sig.
Coefficients Coefficients
 Std.
B Beta
Error
(Constant) 0.221 0.228 0.968 0.335
R_Mean 0.108 0.074 0.117 1.456 0.149
P_Mean 0.135 0.067 0.147 2.015 0.046
1
T_Mean 0.164 0.071 0.184 2.317 0.022
C_Mean 0.4 0.081 0.397 4.942 0.000
OP_Mean 0.151 0.072 0.157 2.086 0.039
a. Dependent Variable: ES_Mean
Table 4.12
INTERPRETATION:

According to the table Payroll, Training, onboarding, communication is all having a major
impact on employee satisfaction. However, recruitment is not influence on employee
satisfaction.

The results shows there is an impact of HR automation practises on employee Satisfaction with
the factors namely payroll (0.046), Training (0.022), onboarding (0.039) ,Communication(0.000)
which is significant and whereas the other P value of Recruitment, is more than 0.05, hence that
is not significant.

This also can be denoted in the form of regression model equation as follows

Employee satisfaction=0.221+(0.108X1+0.135X2+0.164X3+0.4X4+O.151X5)

X1- Recruitment

X2- Payroll

X3- Trainning

X4- Communication

X5- Onboarding process

The above model can be explained as follow:

1 unit of employee Satisfaction is impacted by 0.221 constant value, where the 0.149
Recruitment is contributed
1 unit of employee Satisfaction is impacted by 0.221 constant value, where the 0.046 Payroll is
contributed

1 unit of employee Satisfaction is impacted by 0.221 constant value, where the 0.022 Trainning
is contributed

1 unit of employee Satisfaction is impacted by 0.221 constant value, where the 0.000
Communication is contributed

1 unit of employee Satisfaction is impacted by 0.221 constant value, where the 0.039
Onboarding is contributed
 CHAPTER 05

FINDINGS, SUGGESTION & CONCLUSION

FINDINGS

DEMOGRAPHIC DATA

➢ From the demographic data analysis, it is found that 80.4% are aged between 20-30years,
18.7% are aged between 31 to 40, 0.9% are aged between 41 to 50. So, employees aged
between 20 to 30 are the highest with 80.4%.
➢ It is found that 53.6% of the people are Male and 46.4% of the people are Female.
➢ It is found that 34.8% have completed Graduate, 33.9% have completed masters ,31.3% of
the people Completed their Engineering. So, people who are graduated are the highest with
34.8%.
➢ It is found that 82% of the people are having 0-5 years of experience, 17.1% of the people
are having 6-15years of experience,0.9% of the people have 16-25 years of experience. So
People who stand having 0-5 years of experience are highest.

RELIABILITY TEST

Cronbach's Alpha value of 0.948, which is more than 0.70, shows that the data is trustworthy for
use in the statistical test.

CORRELATION ANALYSIS

As the correlation value 0.873 is indicating a positive correlation-between the variable hence, we
reject null hypothesis and accepting alternative hypothesis.
Has it been showing positive relative between the variables, so we reject null hypothesis and accept
the alternative hypothesis.
REGRESSION ANALYSIS

From the regression analysis, it is found that Payroll (0.046), Training (0.022), Communication
(0.000), Onboarding(0.039) are significantly impacting employee satisfaction and also found that
Communication(0.000) is having high impacting than the payroll, Trainning, onboarding.
Whereas Recruitment (0.149) is not impacting based on the selected respondent’s opinion.

SUGGESTIONS

▪ Implementing more advanced search and filtering options within BrassRing which helps
recruiters quickly find relevant candidate profiles based on specific criteria, such as skills,
experience, location or education.

▪ Most of the employees hired are master so rather than hiring master’s degree we can hire
engineer.

▪ Allowing HR managers to set up personalized notifications and alerts through the bot’s tool
can ensure timely awareness of important payroll events, such as upcoming pay periods,
changes in payroll policies, or employee milestones. This feature can help HR managers
stay informed and take necessary actions promptly.

▪ Develop a mobile version or a dedicated app for HR managers to access and use Box Tool
on their smartphones or tablets. This allows them to manage HR processes on the go and
increases convenience and productivity.

▪ Integrate On-Board Manager with communication tools, such as email or instant messaging
platforms, to enable seamless communication between HR managers, new employees, and
other stakeholders. This facilitates collaboration, quick feedback, and efficient resolution
of queries during the onboarding process

CONCLUSION
❑ With the use of HR automation practices, organizations will be able to initiate new ways
of achieving organizational goals effectively and efficiently by adding value first to its
employees who will in turn perform
❑ This paper recommends that, at the organizational level, there are 5 features such as
Recruitment, Payroll, Trainning, Communication, Onboarding. In this five factors
communication, Payroll, Trainning, Onboarding is impacting Employee satisfaction. But,
remaining factor that is Recruitment Is not impacting on the Employee satisfaction at
organizational level.
❑ HR automation practices outcomes are mainly related to efficiency, standardization and
potential improvements in organizational image