performance appraised forms, number of staff leaving the job. It only makes sense when
we elicit create information out of the data by identifying the inherent linkages that the
data has and then seeing it in perspective. Armstrong (1992) states that-
Of course, the critical point here is that there may be a lot of data around,
but this is not the same as information, which requires some form of
manipulation of data. The information in turn needs to be analyzed and
interpreted to provide something that is more meaningful and useful to
decision makers and planners. The amount of information available about
an organization's human resources will vary according to the
sophistication of the personnel department, the size, nature and complexity
of the business, the types of HR issues it faces, and so on. There is a
hierarchy of complexity (p. 178).According to Michael Armstrong to make the data useful, the sequence that is
follows is that data is collected and then linked, transforming it in to information and then
the information is interpreted to reach to a deduction that helps in decision making.
When it comes to HR the information management process is not that simple as
stated before. The HR managers have to see beyond the immediate while transforming
data into information. In this case Armstrong explains it through his example of
personnel absenteeism suggests that usually the staff absenteeism in counted for the
purpose of pay administration, whereas so hesitated organizations see this as reduced
input for productivity. He says that only few of the managers will see this data as
decreased morale of employees, if the absenteeism is not due personal emergency of the
staff.
Armstrong (1992) shows that he HR data if used to generate superficial
information then its purpose to contribute to cost affectivity can not be attained. HR is a
costly resource of an organization having a strategic value in the long and short term
organizational development plans. HR information management should be wall planned