Copyright © 2026 Authors retain the copyright of this article. This article is an open access article distributed under the Creative Commons Attribution License which permits unrestricted use, distribution, and reproduction in any medium, provided the original work is properly cited.
@article{208666,
author = {Shifa Nooris Khan and Dr. Sucheta Yambal},
title = {A Study on the Role of Human Resource Information System (HRIS) in inculcating quality and standards required for strong Customer Relationship Management (CRM) in selected private sector commercial banks in India},
journal = {International Journal of Innovative Research in Technology},
year = {2026},
volume = {13},
number = {4},
pages = {2862-2878},
issn = {2349-6002},
url = {https://ijirt.org/article?manuscript=208666},
abstract = {Human Resource Information Systems (HRIS) can support Customer Relationship Management (CRM) when employee information is translated into verified service capabilities and operational controls. This paper develops and evaluates an offline prototype for the intended context of selected private sector commercial banks in India. The evaluation combines a supplied questionnaire dataset containing 35 records and 34 items with a controlled service-routing simulation. The prototype validates inputs, reports response-pattern diagnostics, calculates six construct scores, generates candidate improvement actions, and assigns simulated cases using active status, skills, certificate validity, and staff availability. HRIS and CRM scores average 4.576 and 4.686, respectively, with Pearson r = 0.953; these statistics describe constructed data and do not establish a banking relationship. Seven records are constant, and only response categories 4 and 5 occur. Eighteen functional checks pass. Twelve routing scenarios, each evaluated over 30 replications of 500 cases, demonstrate a conditional trade-off. With sparse additional skills, frequent arrivals, and a six-minute mismatch penalty, qualified routing increases simulated service-target attainment from 10.85% to 87.33%. With the same staffing and arrivals but no mismatch penalty, attainment falls from 98.28% to 87.33%. The contribution is a reproducible implementation and evaluation framework linking HRIS capabilities to service standards, including evidence of situations in which qualification constraints create delay. Field validation is required before drawing conclusions about employee behaviour, customer satisfaction, or individual banks.},
keywords = {HRIS; CRM; private sector banking; employee capability; service quality; simulation; skills-based routing.},
month = {September},
}
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