Information Technology Reference
In-Depth Information
Figure 10.11
(a) Sales by Product
Reports Generated to Help
Marketing Managers Make
Good Decisions
(a) This sales-by-product report
lists all major products and their
sales for the period from August to
December. (b) This sales-by-
salesperson report lists total sales
for each salesperson for the same
time period. (c) This sales-by-
customer report lists sales for each
customer for the period. Like all MIS
reports, totals are provided
automatically by the system to show
managers at a glance the
information they need to make good
decisions.
Product
August
September
October
November
December
Total
Product 1
34
32
32
21
33
152
Product 2
156
162
177
163
122
780
Product 3
202
145
122
98
66
633
Product 4
345
365
352
341
288
1,691
(b) Sales by Salesperson
Salesperson
August
September
October
November
December
Total
Jones
24
42
42
11
43
162
Kline
166
155
156
122
133
732
Lane
166
155
104
99
106
630
Miller
245
225
305
291
301
1,367
(c) Sales by Customer
Customer
August
September
October
November
December
Total
Ang
234
334
3
432
411
301
1,712
Braswell
56
62
77
61
21
277
Celec
1,202
1,445
1,322
998
667
5,634
Jung
45
65
55
34
88
287
Human resource subsystems and outputs range from the determination of human
resource needs and hiring through retirement and outplacement. Most medium and large
organizations have computer systems to assist with human resource planning, hiring, training
and skills inventorying, and wage and salary administration. Outputs of the human resource
MIS include reports, such as human resource planning reports, job application review
profiles, skills inventory reports, and salary surveys, are discussed next.
•
Human resource planning.
One of the first aspects of any human resource MIS is
determining personnel and human needs. The overall purpose of this MIS subsystem is
to put the right number and types of employees in the right jobs when they are needed,
including internal employees that work exclusively for the organization and outside
workers that are hired when they are needed. Some experts believe that workers should
be managed like a supply chain, using supply chain management (SCM) and just-in-time
requires computer programs, such as SPSS and SAS, to forecast the future number of
employees needed and anticipate the future supply of people for these jobs. IBM used an
HR pilot program, called Professional Marketplace, to plan for workforce needs,
including the supplies and tools the workforce needs to work efficiently. Professional
Marketplace helps IBM to catalog employees into a glossary of skills and abilities. Like
many other companies, HR and workforce costs are IBM's biggest expense.
•
Personnel selection and recruiting.
If the human resource plan reveals that additional
personnel are required, the next logical step is recruiting and selecting personnel.
Companies seeking new employees often use computers to schedule recruiting efforts
and trips and to test potential employees' skills. Many companies now use the Internet
to screen for job applicants. Applicants use a template to load their résumé onto the
