PUB4868 ASSIGNMENT 3 2025 SEMESTER 1 A. Critique of the Application of Human Resource Management Information System (HRMIS) Database Modules Human Resource Management Information Systems (HRMIS) are intended to streamline and facilitate key HR functions

PUB4868 ASSIGNMENT 3 2025 SEMESTER 1 A. Critique of the Application of Human Resource Management Information System (HRMIS) Database Modules Human Resource Management Information Systems (HRMIS) are intended to streamline and facilitate key HR functions (Almashyakhi, 2022). The study material identifies core HRM tasks that such systems should support, including strategic HR planning, recruitment, compensation, performance evaluation, and staff development. The problematic application of HRMIS modules at the DoJ&CD indicates a possible disconnect between the system's design and its intended strategic and functional objectives. Firstly, database modules are expected to offer structured support for managing HR data across various sub-functions. Ideally, these modules enable full lifecycle management of employees—from recruitment to retirement. For example, a recruitment module should assist in proactively acquiring and retaining skilled personnel, thereby supporting long-term HR planning (Sisco, 2020). A flawed application implies that modules are either improperly configured or underutilised, resulting in reactive processes rather than strategic workforce management. Secondly, strategic HRM principles, as outlined in the study guide, emphasise that HR is not just administrative—it is central to organisational effectiveness. The guide notes that strategic HRM supports the creation of policies and systems tailored to public institutions. When HRMIS modules fail to translate policy into actionable systems, it highlights deficiencies in system design or implementation that hinder operationalising HR strategy (Armstrong & Taylor, 2020). For instance, a faulty compensation module could obstruct cost analysis and control by failing to offer reliable payroll and training data. Thirdly, HRMIS systems in the public sector must comply with a complex regulatory environment. Relevant laws include the Public Service Act 103 of 1994, the Basic Conditions of Employment Act 75 of 1997, the Employment Equity Act 55 of 1998, and the Promotion of Access to Information Act 2 of 2000. A poorly configured HRMIS may not satisfy the legal requirements relating to data protection, fair labour practices, and access to information (Sisco, 2020). For instance, if recruitment modules do not adequately support equity reporting or compliance with Section 9 of the Constitution, they may expose the department to legal risk. Similarly, disciplinary modules must align with Section 33, ensuring procedural fairness. Moreover, the Department of Public Service and Administration (DPSA) plays a key role in overseeing centralised HR management systems like PERSAL. If the DoJ&CD’s HRMIS is integrated with or reliant on such systems, limitations may arise from broader system constraints. The DPSA’s role includes aligning HR policies with practical system applications and stakeholder needs (Vnoučková, 2020). A failure to harmonise departmental systems with centralised infrastructure may result in inefficiencies or duplication of effort.