The purpose of this study was to assess the contribution of HRIS in human resource managementrnthroughout recruitment, selection, training and development as perceived by Senior HR Executives ofrnAddis Ababa City Administration Education Bureau. In this study a descriptive survey research designrnwas employed for this study the researcher used systematic sampling and simple random techniquernData collected through different tools and paired questionnaires were analyzed and interpretedrnboth quantitatively and qualitatively. The quantitative data that were obtained throughrnquestionnaires was coded, tallied, tabulated, organized and treated with different statistical techniquesrnfor analysis and inferences. More specifically, different statistical tools like, frequency counts, meanrnaverage, weighted mean values, percentages, standard deviation was calculated using software calledrnSPSS version 20 to compare one set of scores to another. Thematic analysis was carried out forrninformation obtained through interview and document analysis to enrich the quantitative data obtainedrnand finally analysis of the questionnaire were made based on the five-point Likert scale. As the resultsrnof the findings indicated in average more than 75% of the respondents disagreed on the issues raised onrnall items showed the HRIS was not practiced. the evaluation of the recruitment and selection processrnhas not done in the organization with the help HRIS therefore the system has not played a vitalrncontribution in recruitment and selection processes in the organization. With regard of the training andrndevelopment because of the organization has not used HRIS for training and development functions, itrnis not specifically known whether it minimizes the cost or not for the organization. All group ofrnrespondents negatively agreed on this issue of management and decision-making process of thernorganization over all human resource planning and management functions with mean score of 2.05. Anrnindication of another potential problem was revealed in the answers to open-ended questions on thernsurvey seeking additional feedback. Frequently mentioned by the respondents was the need for morerntraining on the system. Since the training was given to very few and selected persons among themrnmajorities are already resigned from the organization, so they do believe that additional and betterrntraining would lead to better results. In addition to these responses in my interview showed that the cityrnadministration education bureau was not the fully owner of the program whereas its owned by MoE,rnthus lack of the sense of ownership by itself create big problem and only a focal person was assignedrnand there was lack of follow up and proper monitoring and evaluation and feedback. On top of this therndelivery of the training for the selected staffs and the way how those employees selected was alsornanother source of problem in the practical implementation and consequently lead to loosing of thernproposed benefits and the contribution of HRIS AEB expecting to its overall Human ResourcernManagement. As per the responses of the open ended questions and the interviews held with some of thernstaff and top level management members of the organization, they were not found practicallyrnimplementing HRIS in their organization. Finally the solutions they used to overcome the majorrnchallenges by the Addis Ababa City Administration Education Bureau was to wait for the coming newrnsoftware and its implementation that was prepared by the city administration office for all the bureaus.rnIn doing so the city administration education bureau already select participants for this new programrnThe study concludes that HRIS as a tool is an excellent tool for Human Resource management (HRM).rnIt enhances and contributes a lot in the identification of unfilled positions accurately and analyzes eachrnjob position with its title in an organization. It also provides insight into organizational training needs,rnselects the right persons to be trained and evaluates the effectiveness of training and developmentrnprograms, it plays great roll in recruitment and selection but has the challenges of available trainedrnman power, lack of ownership, high turnover of those trained employees the way how the first timerntraining was delivered administered i.e that is more of theoretical than practical.