1.

0 Introduction:
A Human Resources Management System (HRMS) or Human Resources Information System
(HRIS) refers to the systems and processes at the intersection between human resource
management (HRM) and information technology. It merges HRM as a discipline and in
particular its basic HR activities and processes with the information technology field, whereas
the programming of data processing systems evolved into standardized routines and packages of
enterprise resource planning (ERP) software. On the whole, these ERP systems have their origin
from software that integrates information from different applications into one universal database.
The linkage of its financial and human resource modules through one database is the most
important distinction to the individually and proprietary developed predecessors, which makes
this software application both rigid and flexible.

The function of human resources (HR) departments is administrative and common to all
organizations. Organizations may have formalized selection, evaluation, and payroll processes.
Management of "human capital" progressed to an imperative and complex process. The HR
function consists of tracking existing employee data which traditionally includes personal
histories, skills, capabilities, accomplishments and salary. To reduce the manual workload of
these administrative activities, organizations began to electronically automate many of these
processes by introducing specialized human resource management systems. HR executives rely
on internal or external IT professionals to develop and maintain an integrated HRMS. Before
clientserver architectures evolved in the late 1980s, many HR automation processes were
relegated to mainframe computers that could handle large amounts of data transactions. In
consequence of the high capital investment necessary to buy or program proprietary software,
these internally developed HRMS were limited to organizations that possessed a large amount of
capital. The advent of clientserver, application service provider, and software as a service
(SaaS) or human resource management systems enabled higher administrative control of such
systems. Currently human resource management systems encompass:

i.
ii.
iii.
iv.
v.

Payroll
Time and attendance
Performance appraisal
Benefits administration
HR management information system

vi.

Recruiting/Learning management

vii.
viii.
ix.
x.
xi.

Performance record
Employee self-service
Scheduling
Absence management
Analytics

Our main focus on recruiting/learning management, for this we choose Jamuna Bank. So we
can clearly understand HRIS recruitment module.

1.1Orientation of the Study

1.1.0 Origin of the Study:
This report related to the completion of the course Human Resource Information Systems as a
part of MBA program. This report is given by our course teacher MD. Shahidul Islam Fakir as
the requirement of the course completion within specific group.

1.1.1 Back -ground of the Study:

Here we get a chance to apply our theoretical knowledge that we acquired from class lectures,
books, journals, case studies, seminar, project, workshop etc and compare them with practical
settings.

1.1.2 Purpose of the Study:

This is the most essential part of the course Human Resource Information Systems. This report
is prepared as the course completion requirement.

1.1.3 Objective of the study:

The ultimate objective of the study is to gain real life exposure in the banking sector get a clear
idea about banking operations. i.e.
1) Building habit of work and learning responsibility on the duration of internee.
2) Gaining knowledge about a banks source of fund. I.e. how a bank collect money from
different sources.
3) What the implication of that fund. i.e. in which sectors a bank invest As funds and
4) Matching himself with new people & environment.

1.1.4 Scope of the Study:

Jamuna bank is a very new bank in the private sector. This report is a model of the banking
service provided by JBL.

1.1.5 Methodology of the Study:

I tried to use both primary and secondary data. That I have gathered from different sources.
Primarily I got some data from face-to-face speech of different employees of JBL at Foreign
Exchange Branch and some from different reports and features of the bank. At the time of my
internship period I observed different parties and their transactions from a very close eye. All of
these observations and data are included in this report.

1.1.6 Limitation of the Study:

I have faced a few limitations to prepare the report. These are:

It is very difficult to provide any specific example from any file about certain document,
as the matter is very sensitive for the client as well as for the bank.
As a financial organization, a bank has some restriction to serve all the real data of the
bank to the general people.
Insufficient time.

2.0 Recruitment module:

Online recruiting module has become one of the primary methods employed by HR
departments to garner potential candidates for available positions within an organization.
Talent management systems typically encompass:

analyzing personnel usage within an organization;

identifying potential applicants;
recruiting through company-facing listings;
recruiting through online recruiting sites or publications that market to both recruiters
and applicants.

The significant cost incurred in maintaining an organized recruitment effort, cross-posting

within and across general or industry-specific job boards and maintaining a competitive
exposure of availabilities has given rise to the development of a dedicated applicant tracking
system, or 'ATS', module.

2.1 Recruitment Module/Process of JAMUNA BANK LIMITED

JAMUNA BANK LIMITED follows comprehensive and extensive selection procedures in their
search for the most ideal and competent professionals. The testing methods are effectively
designed in order to accurately evaluate the required competence and skill for particular jobs.

2.1.1 Sources of Talents:

JAMUNA BANK LIMITED tries to discover industrious and innovative people ready to
participate to a challenging career in JAMUNA BANK LIMITED. During their search for
talent, they carry out a number of activities such as:

Collect CVs from Job Fairs, reception and various alternative sources.

Advertise in daily newspapers.

Provide on-line database.

Accept hard-copy submission of CV s in their office.

Accept on-line application in their office.

2.1.2 Online Job Application System of JAMUNA BANK LIMITED

This is about Application System of JAMUNA BANK LIMITED. JAMUNA BANK LIMITED
encourages all candidates to apply using their on-line process. From this online system they can
easily process candidates application quickly and candidates will receive an acknowledgement
that candidates application has been safely received.
This Online Application System allows candidate to apply for any vacant position in JAMUNA BANK LIMITED- through Internet. From now on, candidate doesn't have to mail
his or her resume to the Bank. What he/she has to do, he will just fill up the Online
Application/Resume Form and Click Submit option, JAMUNA BANK LIMITED will receive
his/her application/resume. Please note that, a candidate does not have to submit, his/her
resume twice if he already has resume posted at the JAMUNA BANK LIMITED Job
Application System.
Here we will provide the actual e-recruitment procedures of JBL:
There is the advertisement of JBL_

The potential candidates need to click on JBL link that given on the advertisement. Then the
bank web page show the following picture_

10

After completing above three steps applicant will get the confirmation and deposit slip. This is
like following_

11

If anyone enter wrong information or need correction then he/she will use the following steps_

12

2.1.3 Recruitment & Responsibilities:

A Candidate Has to Read Carefully the Following Instructions Before Apply Online for His
Desired Positions. He should go through the detail job requirements & responsibility before
applying for any position

A candidate should not apply for any position that doesn't match with his job requirements.

He should select, from the vacancy list, the particular Job Vacancies (not more than 2 jobs)
he wants to apply for.

He should click at "Apply Online" to get the Application/ Resume Form.

He can also download and Save the Application/Resume Form, fill it off-line to submit it
online later on.

He will be given a tracking number, which he can use for any further reference with respect
to his application in JAMUNA BANK LIMITED.

2.1.4 Instructions for Editing

This online Application System provides the facility to edit/update Posted Resume any time.

A candidate should remember the Password he has entered at the time of Resume
Submission. Also he has to remember the tracking number he is given by the system once his
Application/Resume has been successfully posted.

If he has not got the tracking number and a password, he can log in to the 'Edit Resume' Box
and make necessary update of your provided information (including the particular position
applied for)

Please note that, a candidate doesn't have to submit resume every time a new vacancy is
announced by JAMUNA BANK LIMITED he has to do is- just log in to his resume account
and select the new job opening from the list.

13

3.0 Recruitment Process of JBL:

Recruitment is the process of finding and attracting capable individuals to apply for employment.
Success in recruiting is not simply measured by the number of applications received. The right
type of applicant is far more important than the number of applicants
Job analysis information is key to the success of the endeavor. It ensures that the incumbent will
meet the requirements of the job as well as individual attributes deemed necessary. Job analysis
information exists in job descriptions and specifications. If this information does not exist,
managers comments become invaluable. For example, requirements may involve knowledge,
but not experience, leading to recruitment efforts in local educational institutions. Identifying
experience as a requirement would eliminate educational institutions from recruitment efforts
with the exception of continuing education.

3.1 Consider the Following in Determining Recruitment Needs:

When consulting the job description for the position, identify actual duties and look for other
attributes that might be helpful.

Determine the characteristics of organization' s culture. What attributes might a person need
to fit in?

Who will be supervising the position? What attributes should a person possess to serve as a
complement to this boss?

With what other individuals will this person have day-to-day contact? Are there certain group
characteristics that need to be taken into account?

Look around your environment. What other factors might have to be taken into consideration
to assure a thorough assessment of position characteristics?

Understanding the constraints on recruitment is also key to success. As the labor market tightens,
it becomes even more important to determine the most appropriate recruitment sources. In that
way, budgets are spent in a manner that will provide a positive return on investment.

14

3.2 Application Screening

An organizations overall effectiveness and success depends on the quality of the employees
it hires. Skills and qualifications must closely match the organizations culture and strategic
requirements.
The selection process begins with evaluating resumes and cover letters effectively. The key
to evaluating a resume is to remain impartial, particularly if the candidate is known. Look
specifically at the following components:

3.3 Overall Appearance

Are there spelling errors?

Is everything in the proper tense?

Does it have a "textbook" appearance - did the applicant or a professional prepare it? t*
What impresses you positively and negatively?

3.4 Organization

Does the resume tell you what you want to know?

Has care been taken to include information that will help you in the decision making
process?

Does it ramble?

Are individual entries consistent and understandable?

Do you find the information you need when looking under the logical category?

3.5 Education

Look at the motivation of an applicant who possesses more education than the
position requires.

Look for irregularities with education listed. More than 30% of all applicants lie on resumes,
particularly about education.

15

3.6 Experience

Does the applicant provide parameters from which to judge responsibility? (number
supervised, size of budget, amount of sales) I* Duties vs. responsibility - what did they
actually do?

Do they provide a list of accomplishments, which give an indication of work ethic and
working knowledge?

Is this a real job title? Many applicants can be pretty free with descriptions.

Note the frequency of job changes - is this contract work or a job hopper?

3.7 References

Use the phone. Most references are more likely to be honest over the phone or in person
rather than in a formal letter.

Seek information on job - related behavior. Ask for details such as tardiness and
absenteeism, rather than personality traits, such as ambition and intelligence, which are
hard to evaluate.

Do ask, "Would you rehire this employee?"

Do ask, "How is this persons behavior in a group setting?"

Watch out for phrases with hidden meanings. Most references do not blatantly lie, they
simply dont tell the whole truth. A person described as someone who is deeply committed
to family and friends may be someone who will not work beyond five o' clock.

3.8 Cover Letter

Is it written in proper business format?

Is there care shown in the preparation of the letter? Is it addressed to you or "Dear Sir"?

Is it an original letter or are you one of 399 recipients? Look for references specific to your
organization rather than canned phrases.

16

Is the spelling and grammar correct?

Does the letter achieve its objective? Does it impress you with the applicants focus and
reasons for wanting the job?

Will the marketing quality that sells you on the applicant contribute to your organization?

3.9 Screening Applicants by Telephone

Once a HR manager has determined the qualified applicants, consider his first contact as a
screening tool. Phone calls offer tremendous opportunities to gather information about a persons
background, level of confidence, communication skills, etc. It is also a faster process than
personal interviews since conversation tends to be shorter. It eliminates the hassle of scheduling,
reserving rooms and other tasks an extra time. Phone interviews are viewed as less formal and
are therefore more relaxed. However, this is not to replace personal interviews entirely.

3.10 Preparation for Telephone Interviews is Critical

Develop clearly worded questions and outline what you expect for answers. Ensure you ask
the same questions to all applicants.

Prepare what you will say about the job and organization when screening applicants.

Prepare an evaluation form that will be used for all applicants. Notes will not provide the
same clarity as a form, which gives a summary of experience in the same place for each
applicant. Ensure you treat everyone the same.

Prepare for the common questions that applicants are most likely to ask.

Rehearse the screening process.

Block out time to screen applicants so you will not be interrupted.

17

3.11 Personal Interviews

Recognize that the best person for a job is one who finds the job challenging and is able to do the
majority of it upon hiring. The rule of thumb is to select someone who can do 80% of the job.

Instead of asking the predictable questions, "Tell me about yourself" and the like, consider
asking the person to tel-1 you a story about a time when they had to deal with a difficult
customer. What was the situation? How did the person attempt to handle it? What was the result?
What did the person learn? A story allows insight into the person' s poise, attitude and ability to
communicate. Use phrases such as "Help me understand---"

Each candidate should be interviewed in the same way. Questions, exercises and tasks should not
vary and must all be job-related. Try to schedule interviews in the morning since those
interviewed late in the afternoon tend to suffer in the evaluation process.
Develop questions with care given to how they are formed. Each question should address defined
criteria for the job. Questions will fall into five categories

Career goals/occupational objectives

Education

Work experience

General skills and aptitudes related to job criteria

Attitudes and personality characteristics

When Conducting Interviews, Keep These Tips in Mind:

Review the candidates application materials before you walk into the interview.

Prepare the location to make sure things are in order and that no interruptions will occur.

Put the candidate at ease. Don' t make them wait. A little small talk never hurts.

Outline the interview process, but do not identify a time frame. If the interview goes poorly,
end it quickly.

Keep an open mind by trying not to prejudge the candidate based on the first 30 seconds of
contact.

Let the candidate do the talking

18

Be attentive.

Observe body language -

Take notes.

Maintain control - be careful not to let the interviewee take over.

Probe incomplete answers.

Test for character - after a person has given the answer, ask them about their approach and
reasoning.

Keep reactions to yourself.

Close the interview on a positive note. Refrain from announcing a decision.

Write an interview summary.

is there a level of enthusiasm and confidence?

3.12 Second Interviews

Second interviews are always a good idea, but absolutely necessary whenever more than one
candidate is outstanding. They are an opportunity for further assessment. Clarify applicant' s
needs, desires and qualities. Misunderstandings usually prove costly.

Look for hot buttons during your conversation that reveal the persons real priorities and interests
in the position. Especially look for clues in comments about success, needs for recognition or
monetary reward or challenge. A sample question might be, "What things are important to you in
your career development?"

Use your intuition. If something doesnt feel right, investigate. Dont be afraid to sell if your top
candidate is in high demand, "What will it take for you to come to work for us?" Get them to
identify all concerns and desires and then address each one.

19

3.13 Notifying Candidates

Efficient decision-making reduces the loss of excellent candidates. The entire selection process
for any candidate should take no more than three weeks.
Every unsuccessful applicant who has been interviewed should receive a response within two or
three days by mail. Form letters can be very helpful to ensure a clean process. You are not
obligated to explain your reasons for rejection.

3.14 Part-time Employment:

Whether he is a professional seeking greater challenges or a student embarking(participating) on

an exciting new career, JAMUNA BANK LIMITED will enhance him potentials and even help
him to discover himself. If he is a full-time or a part-time student (internship) wishing to gain
work experience and financial support, then HR department is just the place for him to apply.

HSBC follows comprehensive and extensive selection procedures in their search for talent. The
testing methods are effectively designed in order to accurately evaluate the required competence
and skills for particular jobs.

3.15 Internship:

Here a student has an opportunity to get valuable work experience as a student.

A students internship marks the end of his education and, more often than not, decides his future
by indicating the beginning of his career. This in-depth study requires special attention since it
may mark the beginning of your life as a professional.

JAMUNA BANK LIMITED offers students the perfect opportunity to gain on-the-job
experience by supporting and .guiding them during their internship programs in many of
JAMUNA BANK Limiteds business areas. After all, JAMUNA BANK LIMITED knows that
todays students could become tomorrows most efficient employees.

20

JAMUNA BANK LIMITED hosts a steadily increasing number of students seeking practical
experience through internships. They collect list of interns from various Universities and look
out for the appropriate opportunity to find provisions for interns in the bank. Candidates are then
called for interviews, which may be paneled and sequential. Interns are selected on the basis of
interview findings, which evaluate the necessary qualifications required for the following of their
business departments:

Retail Banking

SME

Credit card Division

Human Resource

Cash

Students conducting internships at JAMUNA BANK LIMITED are offered competitive pay
according to the scale of interns' token pay. An internship program lasts for a maximum duration
of 3 months

21

4.0 Analysis of Data:

The questionnaire has been surveyed to find out or to visualize the "Human Recruitment Process
of JAMUNA BANK LIMITED. I surveyed it among 25 staffs or employees of JAMUNA
BANK LIMITED. After survey, I did the work of interpretation, means, whatever, we found. Our
findings are listed below according to the serial of the questionnaire:

In the interpretation of questionnaire, I have used same graphs, because of,

For making it more clear.

For avoiding mistakes.

I have already mentioned in the assumption that, all staffs are, anyhow, involved with
recruitment process for making the survey easier, because it is a little bit difficult task to make
the survey in "High Level Management". We believe, today's "Mid-Level Managers or Officers"
are the part of future "High Level Management".
I did the survey in the "Customers Relation Division". So, all the employees, took part in the
survey, were from "Customers Relation Division". In a short period of time, it was not possible
for us to provide more affords or to survey in another divisions.

Sometimes, the questionnaire did not reflect the "Actual Information" of the manager, might be
he or she did not show his or her best interest in the questionnaire.

I already mentioned that, the survey has been done within 25 employees or staffs or officers. The
result has been converted to "100" for making the meaning easily understandable.

22

4.1 Age of Employees

Fig. 1: Age of Employee- It is clear that maximum respondents are from 25-35 that is the young
to mid-level.

23

4.2 Educational status of Employees

100
80
60

52

48

Gradaute

Masters

40
20
0

Fig 2: Educational level- Though it is nearly the same (the graduates and masters level of
respond) the maximum respondents are fresh and matured graduates. It also indicates the
balance between educational status of employees and age of employee (in this and above
figure).

24

4.3 Does Jamuna Bank prefer External Source than Internal Source For
Recruitment?
80
80
70
60
50
Media

40
20

30
20
10
0
Internet

Newspaper

Fig. 3: Recruitment source- External is more popular than internal sources. This is because
external sources bring the opportunity to collect from a vast range of people with different levels
of education. Moreover it advertises for the bank along with a great help for the respondents to
learn about the bank in details. Also, it increases the recognition of the bank in the market.

25

4.5 Does it prefers Internet than Newspaper for Recruitment?

80
80
60
Media

40

20

20
0
Internet

Newspaper

Fig. 4 : Media- internet is preferred more than newspaper both for the recruiters and the
respondents this is probably because JAMUNA BANK LIMITED looks for computer educated
people that is why they also submits more circular on the internet than the newspapers.

26

4.6 Do you think Internal Source is not biased?

80
80
70
60
50
Biasness

40
20

30
20
10
0
Yes

No

Fig 5: Biasness- Obviously internal sources are biased otherwise it would not be possible to
return a major unit of people within a short period moreover the people who had good terms with
the officers got benefited.

27

4.7 Does it Use Record for Automatically Disqualify A Candidate?

60
60
50
32

40
30

Arrest

20

10
0
No

Yes, if it is job
related

no

Fig 6: Arrest- Probably if the issue is very critical, arrest records become a major criteria for
disqualification otherwise for little impact both in job related field and in other fields, arrest
records are not a factor.

28

5.0 Findings

Though more circulars are found on the internet (bdjobs.com, etc) than the newspaper probably
to search for the computer, accounting etc related people, people from most levels preferred to
go through newspapers for searching the suitable job which has become a tradition only a few
people utilizes the power of internet. And who are getting benefited.

Though psychological questions are preferred more by the recruiters, still there is need for more
theoretical questions along with it because to test their theoretical knowledge related to their
work field.

Arrest records are made negligible in the interviewing process which should be given more stress
to eliminate fraudulence in the bank.

We know JAMUNA BANK LIMITED is the country's one of the renowned retail banks, but in
the survey it is found that most respondents are here for their own benefits not for the bank
goodwill.

29

6.0 Recommendations
Interpretation of the questionnaire has been showed before. From that we learned so many
factors that have impact on the "Recruitment Process of JAMUNA BANK LIMITED. Such as:

5.1 Rules and Regulations or Traditions (in Brief)

JAMUNA BANK LIMITED always prefers that candidates whom ages fall into the
category of
Their Educational Requirement is minimum Graduate" in most cases.
They prefer "External Source" for recruitment.
Among the "External Media's" they prefer "Internet" most.
The people who believe that JAMUNA BANK LIMITED uses "Internal Source" for
recruitment, among them, most of the peoples believe that "Internal Source" is biased.
At the time of recruitment, they ask a candidate "Psychological Questions".
Many of them believe that they don't look for "Previous Experience" for recruitment and
the rest believe that, "Previous Experience" is important if it is "Job Related.
Most of them uses "Arrest Record" for automatically disqualify a person.
Many of them don't prefer female than male in the "Same Position Having Same
Ability".
Most of them prefer "Minority Groups" for recruitment; even they don't ask for good
educational requirement in case of them.
In most cases, they rehabilitate employees after physical or mental depression.
They didn't face any type of question in the interview, which was not job related. That
means, JAMUNA BANK LIMITED doesn't ask any question in the interview, which
is not job related during recruitment.
No candidate usually does face any type of discrimination during recruitment process.

5.2 Ethical Issues or Burning Questions (in Brief)

Most of them consider that "Arrest Record" should not be used for automatically
disqualify a person.
Many of them think that female should not be preferred for the same position having
same ability.
Almost everybody give the opinion that "Good Educational
Requirement" should be asked in case of minority groups.

30

7.0 Conclusion:
Though more circulars are found on the internet (bdjobs.com, etc) than the newspaper
probably to search for the computer, accounting etc related people, people from most levels
preferred to go through newspapers for searching the suitable job which has become a
tradition only a few people utilizes the power of internet. And who are getting benefited.

Though psychological questions are preferred more by the recruiters, still there is need for
more theoretical questions along with it because to test their theoretical knowledge related to
their work field.
Arrest records are made negligible in the interviewing process which should be given
more stress to eliminate fraudulence in the bank.
We know JAMUNA BANK LIMITED is the country's one of the renowned retail banks,
but in the survey it is found that most respondents are here for their own benefits not for the
bank goodwill.

Actually, it's a very tough job to find out the "Human Recruitment Process of Any
Organization", because, the lack of "Structured Features" that exists in that organization at
the time of "Recruitment". Instead of that, we conducted a survey to find out that in
JAMUNA BANK LIMITED The "Questionnaire" conveys those factors in which they
believe or which they want to come true. The main problem, we faced in finding out the
"Recruitment Process of JAMUNA BANK LIMITED was the lack of any book or document
that containing writings about their "Hypothetical Recruitment Process". Moreover, in the
restriction of "Expressing Their Rules and Regulations outside Their Organization". That's
why; we took the help of "Questionnaire". Whatever they need or whatever they need to be
changed in their organization at the time of recruitment, was briefed in this "report". The
more important thing that we should include in the conclusion is that, the rating of the raters
depends on their perception, varies person to person according to their practice, interest and
above all, "Background". That's why their answers got different from each other in the
questionnaire instead of doing jobs in the same organization or in the same position.
Recently, Bangladesh is being ranked first as a corrupted country. So here we can never hope
that the recruitment process will be valid and reliable. There are biasness and other political
influences hindering above recruitment process. HR officers should not be bias.
But this doesn't mean that all the organizations in our country are corrupted. I gave the
examples of JAMUNA BANK LIMITED who are following this method. But it is true that,
perfect selection and recruitment process will give the bank perfect employee who will be
very effective for the organization.

31

8.0 References:
1) "Human Resource Information Systems" Michael J. Kavanagh & Mohan Thite.
2) "Human Resource Management" Noe, Hollenbeck, Gerhart, Wright.
3) "Human Resource Management The Strategic Perspective" John B. Miner & Donald
P. Crane.
4) "Human Resource and Personnel Management" K. Aswathappa.
5) "Human Resource Management" David A. Decenzo Stephen P. Robbins
6) Sullivan, J. (2000). Recruiting and retaining key talent, Lexington, Mass.: The
Center for Organizational Research.
7) Tyson, S. (1997). Human resource management comes of age: strategic integration. In
S. Tyson, Human Resource Strategy, London: Pittman.
8) Berardine, T. (1997). Tips on buying off the shelf. Computing Canada.
9) Boudrean, J. (1995). Growing role for managing human resources. The Age, August 24.
10) Broderick,

R.

&

Boudreau,

J.

W.

(1992).

Human

resource

management,

information technology and the competitive edge. Academy of Management Executive.

11) DeSanctis, G. (1986). Human Resource Information Systems: A current assessment. MIS
Quarterly.
12) Dunivan, L. (1991). Implementing a user-driven human resource information
system. Journal of Systems Management.
13) Ein-Dor, P. & Segev, E. (1978). Organizational context and the success of
management information systems. Management Science.
14) Groe, G. M., Pyle, W. & Jamrog, J. J. (1996). Information technology and HR. Human
Resource Planning.
15) Haines, V. Y. & Petit. A. (1997). Conditions for successful human resource information
systems. Human Resource Management.
16) Johnston, H. R. & Carrico, S. R. (1988). Developing capabilities to use information
strategically. MIS Quarterly.
17) Kavanagh, M. J., Gueutal, H. G. & Tannenbaum, S. I. (1990). Human Resource
Information Systems: Development and Application. PWS-KENT Publishing Company,
Boston, Massachusetts.

32

18) Kovach, K. A. & Cathcart, C. E. Jr. (1999). Human resource information systems (URIS):
Providing business with rapid data access, information exchange and strategic advantage.
Public Personnel Management.
19) Martinsons, M. G. (1994). Benchmarking human resource information systems in
Canada and Hong Kong. Information and Management.
20) Martinsons, M. G. (1997). Human resource management applications of knowledgebased systems, International Journal of Information Management.
21) Phillips, L. W. (1981). Assessing measurement error in key informant reports: A
methodological note on organizational analysis in marketing. Journal of Marketing
Research.
22) Richards-Carpenter, C. (1996). Make a difference by doing IT better. People
Management.
23) Shao, Y. P. (1998). Perceived Impact and Diffusion of Expert Systems in Banking: An
Exploratory Investigation. International Journal of Information Management.
24) Sirageldin, C. (1990). Training drives the HRIS. HR Focus.
25) Tye, E. M. W. & Chau, P. Y. K. (1995). A study of information technology adoption in
Hong Kong. Journal of Information Science.
26) Yeh, C. Y. (1997). Human Resource Information Systems: Implementation in Taiwan.
Research & Practice In Human Resource Management.

27) Bank related references:

i. Annual Report 2010, 2011, 2012
ii. www.jamunabankbd.com
iii. Customer service
iv. Credit Policy Jamuna Bank Limited

The End
33