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Thoroughly construct a cost benefits analysis matrix for an organization that is considering replacing its legacy payroll system with a payroll system with a payroll outsourcing service. Thoroughly include direct and indirect revenue enhancements and direct and indirect cost reductions.
Thoroughly assessed the risks associated with integrating a new payroll system. Thoroughly suggest what the project management team can do minimize those risks.
Thoroughly composed the tasks that would be needed to complete a Grantt chart (project schedule) for outsourcing the company’s payroll system. Thoroughly compared the advantages and disadvantages of using a Grantt chart versus using the performance evaluation and review technique (PERT) and critical path method (CPM) when managing projects.
Thoroughly proposed three types of feedback loops the project management team can implement so that potential users of the new payroll system can provide advice, suggest and guidance to the team during project development and implementation. Thoroughly suggest how the project management team can filter out irrelevant information and target critical information provided by potential users of the new system.
Thoroughly suggest three types of behavioral problems that employees can manifest as result of replacing the organization’s legacy payroll system with an outsourced solution. Thoroughly composed three guidelines that a project manager can use to mitigate employee resistance to change
Length: 6 pages (1758 Words)
Cost-Benefit Analysis Matrix, Direct and Indirect Costs, and Revenue for Replacing an Internal Payroll System
The validation of the costs of purchases and the execution of the Human Resource Information System (HRIS) is a critical challenge facing human resource managers. An organization that wishes to replace the internal payroll system with an outsourcing service for the payroll services needs to understand if the associated benefits are worth the costs. It is important to understand if the process will increase revenue, lower costs, and the benefits that the company is likely to get in the future (Click & Duening, 2005). This also requires carrying out an investment in the choice and expected returns before the decision is made. The cost-benefit analysis is created as shown below.
|direct ||indirect |
|benefit ||revenue ||change of the job performance of the employee ||a faster system with enhanced reporting options |
|reductions ||canceled vendors ||staff have free time to handle other issues |
|cost ||new implementation ||costs out of the pocket ||technical issues |
The chart demonstrates the benefits and costs of the implementation of a new HRIS system. The cost validation for the new HRIS is a challenge for the organization based on the varied ability for item quantification. The organization has to consider both the direct and the indirect costs and benefits associated with the proposed change. One of the direct effects is an amplification of revenue because the system will be more efficient and, therefore, giving room for faster reporting. The efficiency of the system will increase the job performance of the employees. The indirect aspect is that the system is in-house and the organization will, therefore, save resources that would pay outside vendors to do the tasks (Briscoe & Schuler, 2004).