INTRODUCTION

Human Resource (HR) applicants are individuals who apply for job positions within an
organization. These applicants form a critical part of the recruitment process, as they represent
potential employees who may bring value, skills, and experience to the company. Managing HR
applicants effectively is essential for selecting the right candidates, maintaining a professional
hiring process, and building a strong workforce.

In modern HR systems, applicants are tracked from the moment they apply to a position
until they are either hired or rejected. This includes collecting and organizing their personal
information, resumes, cover letters, qualifications, and interview records. An efficient HR
applicant management system streamlines this process by automating tasks like application
tracking, communication, and status updates.

By implementing an organized and digital approach to handling applicants, companies

can improve recruitment efficiency, reduce hiring time, and ensure a better experience for both
HR teams and candidates.

In today’s dynamic and competitive business environment, human resources play a vital
role in driving organizational success. As companies strive to attract, retain, and develop top
talent, the role of HR has evolved from administrative support to a strategic partner. This
capstone project, titled "Human Resource Applicants System", aims to explore and address key
challenges within the HR domain, with a focus on applicant or talent acquisition, record keeping
and management of all applicants and producing needed reports by the hr head.

The primary objective of this study is to analyze current HR practices, identify areas for
improvement, and propose innovative solutions that align with both organizational goals and
employee needs. Through data-driven research, case studies, and practical application, this
project seeks to contribute meaningful insights to the field of human resource management while
showcasing the application of academic learning to real-world scenarios.
PROBLEM STATEMENT

Traditional recruitment processes in many organizations are often time-consuming,

inefficient, and prone to human error. Manual handling of job applications, resume screening,
and applicant tracking not only delays the hiring process but also increases the risk of
overlooking qualified candidates. As the demand for skilled employees grows, companies need a
more reliable and streamlined approach to manage job applicants effectively.

This capstone project addresses the need for a centralized HR Applicant System that
automates the recruitment workflow—from job posting and application collection to applicant
evaluation and communication. The absence of such a system can lead to poor applicant
experience, data mismanagement, and increased workload for HR personnel. By developing a
digital solution, this project aims to improve the efficiency, accuracy, and transparency of the
hiring process, ensuring that organizations can attract and retain top talent in a competitive
market.

 Inefficient recruitment workflow from job posting

 Inefficient talent application collection
 Poor applicant experience and communication between human resource and applicants
 Limited accessibility (lack of cloud-based or mobile-friendly solutions).
 Security risks (vulnerabilities in data storage and access control).
OBJECTIVES

The primary objectives of this capstone project are:

1. Develop a centralized database for handling job opening and job postings.
2. Develop a centralized system for talent or applicant collection
3. Enhance data security with role-based access control and encryption.
4. Improve user experience with an intuitive interface for administrators and hr personnel.
5. Enable real-time reporting and analytics for better decision-making.

SCOPE OF THE PROJECT

The proposed HR Applicant system will include the following modules:

1. Centralized system for managing all job posting and hiring
2. A system that will accept job applicants
3. A system that will management all talent records
4. Reporting & Analytics (dashboards for talent tracking)
LITERATURE REVIEW BACKGROUND

HR system and work ethics: A systematic review

Human resource (HR) managers can provide significant value to their organizations by
understanding the practices that develop HR systems, as well as the ethical implications of the
work environment. However, there is a gap in the literature regarding the linkages between HR
systems and ethical practices that govern workplace conduct. This study aims to fill this gap by
demonstrating how past research has integrated HR systems and work ethics. We used a
systematic literature review method to analyze the development of the field over the last decade.
To synthesize a fragmented body of research and map out its relationships into a more integrated
whole, we reviewed and analyzed 47 articles that met the selection criteria and extracted
important information. Based on the findings, the relationships between HR systems and
employee well-being are viewed from two contradictory points of view: mutual gain and a
critical perspective. Our review also found that failing to adhere to ethical principles and values
may result in numerous detrimental outcomes in the workplace, including poor performance,
employee conflict, and a lack of moral conviction. Finally, we identified gaps in current
knowledge and proposed actionable research directions to address these gaps in the literature.

PUBLIC INTEREST STATEMENT

HR managers can enhance the value of their organizations by developing and

implementing a set of practices that establish systems and their ethical implications for the work
environment. HR systems cover a wide range of activities that span the entire employee life
cycle, from the initial recruitment process to the final separation. The implementation of HR
systems is expected to achieve organizational goals, improve work culture, provide effective
training and development, increase employee motivation, empower employees, and enhance
team coordination. In the past decade, numerous studies have been conducted on HR systems
and work ethics. However, the available literature on HR systems and work ethics has the
potential to cause confusion in the absence of a systematic process for organizing and integrating
their perspectives. In light of this, the current research aims to provide an overview of the HR
system and work ethics by synthesizing various conceptualizations from articles published
between 2012 and 2022. This study identifies gaps in current knowledge and proposes actionable
future research directions to address gaps in the existing literature.

HR systems are logical and scientific approaches to managing human resources by

integrating several HR practices to ensure effective management of business processes
(Margherita, Citation2020). HR systems integrate all aspects of the employee cycle, from
recruitment to separation (Augusta et al., Citation2021; Mei, Citation2018; Randev & Jha,
Citation2019; Zeebaree et al., Citation2019). Similarly, Siraphatthada (Citation2020)) confirmed
that employee hiring, development, optimization, and separation are the main areas of HR
systems that are typically used to develop specific capabilities for organizations. The HR system
assists the process of managing human resources by providing logical analysis and objective
facts rather than arbitrary personal viewpoints, and it helps organizations achieve their goals by
providing formal standards that help them control their human resource activities (Boon et al.,
Citation2019). In addition, this system employs strategies to create and sustain a work
environment that supports desired employee behavior and the organizational mission (Diaz-
Carrion et al., Citation2018). The adoption of a robust HR system is critical for businesses to
maintain their competitiveness in today’s ever-changing market landscape (Valentine et al.,
Citation2018). Recent studies underscore the pivotal role of HR systems in enhancing
organizational competitiveness by empowering a highly skilled workforce (Boon et al.,
Citation2019; Garcia-Arroyo & Osca, Citation2021) through the adoption of high-performance
work systems and encouraging innovativeness. The support CEO (Ruiz et al., Citation2011;
Ruiz-Palomino et al., Citation2023), servant leadership (Ruiz-Palomino et al., Citation2023), and
strategic service differentiation, are plays pivotal role in robust HR system development and
which ultimately leads to improved organizational performance (Nellen et al., Citation2020).
Literature has given more attention to HR (human resource) systems than individual HR
practices (Boon et al., Citation2019; Diaz-Carrion et al., Citation2018; Zeebaree et al.,
Citation2019), as employees are simultaneously exposed to an interrelated set of HR practices at
a time rather than single practices, plus the effectiveness of one HR practice is most likely
dependent on the other practices within the system (Boon et al., Citation2019).

Developing and implementing ethical leadership and behavior by Human resource

managers can be one of the most important factors in cultivating ethics in the workplace (Smith
et al., Citation2018). Previous studies (e.g. Ruiz et al., Citation2011; Ruiz-Palomino et al.,
Citation2013, Citation2023) have highlighted the importance of ethical behavior in the
workplace and its impact on organizational effectiveness. For instance, Ruiz-Palomino et al.
(Citation2023) investigated the mediating effect of organizational citizenship behavior and
internal social capital in the association between team-level servant leadership and team
performance. Similarly, Ruiz-Palomino et al. (Citation2013) explored ethical behaviors in the
Spanish banking and insurance industries, while Ruiz et al. (Citation2011) examined the impact
of top management’s ethical leadership. Ethical leadership styles can promote a strong work
ethic by emphasizing job security, fairness, integrity, responsibility, accountability, and honesty
in the workplace (Alizadeh et al., Citation2021, Einarsen et al., Citation2019; Ho, Citation2019).
Ethical leadership can also help define work ethics by setting an appropriate standard of behavior
at work and endorsing ethical norms (Margherita, Citation2020; Mitonga-Monga et al.,
Citation2016).

The HR system can play a crucial role in promoting ethical leadership and fostering a
culture of ethics in the workplace. HR practices can develop an environment where staff
members feel comfortable, leading to enhanced workforce performance and productivity (Lima
& Galleli, Citation2021). By promoting an ethical code of conduct and providing employees
with a clear understanding of what is and isn’t appropriate conduct at work, HR practices can
contribute significantly to developing and maintaining a strong work ethic (Augusta et al.,
Citation2021; Issn et al., Citation2022). A focus on developing an ethical culture can also help
organizations establish a qualified workforce capable of making ethical decisions, which can
ultimately contribute to the long-term success and competitiveness of the organization (Victor et
al. (Citation2014). In this systematic review, we will examine the existing literature on the
relationship between HR system and work ethics, with a particular focus on the role of ethical
leadership in promoting work ethics in the workplace.
 In the last decade, several studies have been conducted on HR systems and work ethics.
However, available publications regarding HR systems and work ethics may create confusion if
there is no systematic process for organizing and associating their points of view. Furthermore,
the fast growth of scholars will also produce many more publications, which will create more
confusion. Therefore, conducting a systematic review of existing literature is required to manage
the overloaded information and minimize confusion.

Thus, our research empirically and practically contributes to the HRM body of
knowledge in two ways: first, we effectively classify and integrate the existing research into
various themes. As a result, our work is mainly relevant to academics, as it will help them
integrate the body of literature from an empirical perspective and comprehend how HR systems
and the work ethics concept have evolved together. Second, the study is important for future
researchers, as we specify several potential directions for further investigation.

https://www.tandfonline.com/doi/full/10.1080/23311975.2023.2278848#d1e156
METHODOLOGY

Research Design

The study employed the developmental research method. Developmental research is

usually used in development processes wherein the final product is analyzed, described and
assessed. The research method for this study will entail a systematic and logical plan to address
the established research questions regarding the development and evaluation of the Dental
Patient Management System. The researcher's perspective on knowledge and reality will
influence the design, shaped by their disciplinary background. The study will employ a product
development approach, following specific phases tailored to this context.

The study's design encompasses determining the research problem, formulating

hypotheses, identifying independent and dependent variables, and outlining the experimental
design, if applicable. It also included the selection of appropriate data collection methods and
devising a statistical analysis plan.

Software Development Life Cycle (SDLC)

SDLC or the Software Development Life Cycle is a process that produces software with
the highest quality and lowest cost in the shortest time possible. SDLC provides a well-structured
flow of phases that help an organization to quickly produce high-quality software that is well-
tested and ready for production use.
 The Software Development Life Cycle

SDLC Stages

Following are the stages of SDLC that ensure that the process works in a smooth,
efficient, and productive way.

Stage 1: Planning and requirement analysis

Requirement Analysis holds paramount importance as the initial and indispensable stage
in the System Development Life Cycle (SDLC).

.Stage 2: Defining Requirements

Once the requirement analysis is completed, the subsequent stage involves representing
and documenting the software requirements and seeking approval from the project stakeholders.

Stage 3: Designing the Software

The next phase of the software development process will focus on consolidating all the
gathered knowledge from the requirements analysis and design stages.
Stage 4: Developing the Project

During this phase of the Software Development Life Cycle (SDLC), the actual
development of the software project commences, and the programming phase takes center stage.
The implementation process involves translating the design specifications into functional code.

Stage 5: Testing

After the code generation phase, the software undergoes rigorous testing to ensure its
alignment with the specified requirements and its ability to address the identified needs gathered
during the requirements stage.

Stage 6: Deployment

Once the software successfully undergoes the testing and certification phase, ensuring the
absence of bugs or errors, it is ready for deployment.

Stage 7: Maintenance

Once the client begins utilizing the developed system, real-world issues and new
requirements may arise over time. This ongoing process of ensuring the proper care and support
of the developed product is known as maintenance. During the maintenance phase, the
development team actively engages in monitoring the software's performance and addressing any
concerns or glitches reported by users.
Agile Methodology

Agile methodology is a flexible and iterative approach to software development and

project management that focuses on collaboration, customer feedback, and continuous
improvement. It helps teams develop high-quality software efficiently while adapting to
changing requirements.

Key Principles of Agile

Agile is based on four core values:

 Individuals and interactions over processes and tools.

 Working software over comprehensive documentation.
 Customer collaboration over contract negotiation.
 Responding to change over following a fixed plan.

Agile also follows 12 principles, which emphasize:

✅ Customer satisfaction through early and continuous software delivery.

✅ Welcoming changing requirements, even in late development.

✅ Delivering working software frequently (weeks rather than months).

✅ Close collaboration between developers and stakeholders.

✅ Maintaining a sustainable development pace.

✅ Continuous attention to technical excellence and good design.

Agile Development Process

1 Project Planning – Identify requirements and user stories.

2 Sprint Planning – Break work into small, manageable tasks (sprints).
3 Development & Daily Standups – Short daily meetings to track progress and address
blockers.
4 Testing & Review – Ensure functionality, gather feedback, and refine the system.
5 Deployment & Feedback Loop – Release working software frequently and iterate.

Why Use Agile?

✅ Faster Delivery: Working software is released in small increments.

✅ Flexibility: Adapts to changes in user needs and market conditions.

✅ Improved Collaboration: Regular stakeholder feedback improves system quality.

✅ Higher Customer Satisfaction: Continuous improvement ensures a better product.

Agile is widely used in software development, business, and IT to improve efficiency and
responsiveness. It is the ideal approach for projects requiring adaptability and user-driven
development, such as mobile apps, web applications, and enterprise systems.