abhishreshthaa
Abhijeet S
Ultimate Software (NASDAQ: ULTI) is a corporation that designs, markets, implements, and supports human resources (HR), payroll, and talent management software primarily in North America with the ability to track employees in more than 100 countries. In 2009, Ultimate had $196.6 million in revenues[1] and approximately 1,900 customers.[2] Its headquarters are in Weston, Florida and its primary product is UltiPro.
Human Resource Management has frequently been described as a concept with two distinct forms: soft and hard ( 1999). These are diametrically opposed along a number of dimensions, and they have been used by many commentators as devices to categorize approaches to managing people according to developmental-humanist or utilitarian-instrumentalist principles (1995). Soft HRM is associated with the human relations movement, the utilization of individual talents. This is a concept of a 'high commitment work system' ( 1985), which is aimed at eliciting a commitment so that behavior is primarily self-regulated rather than controlled by sanctions and pressures external to the individual and relations within the organization are based on high levels of trust' ( 1996). Soft HRM is also associated with the goals of flexibility and adaptability (which themselves are problematic concepts, as we shall see in more detail later), and implies that communication plays a central role in management
The policies about Performance Appraisal in both the departments are made separately. The policy issues are concerned with the purpose of Performance Appraisal which could vary in both subunits of HR department.
The common purposes of both the units of HR Department are promotion, supervisory understanding , salary decisions , and employee development. Performance Appraisal of executives and supervisors is made according to calendar year
and of workers is according to financial year (July to June).The criteria for promotion of an employee is good appraisal and seniority. Section Head writes the performance appraisal of the employees and it is countersigned by the divisional head. The rule exists is to write the Performance Appraisal in front of the individual with the proper justification but it is not actually in practice.
For appraising the performance of employees , different approaches are being in practice. In Pakarab Fertilizers, the most commonly used are Comparison Against Standards and Interpersonal Comparison . By adopting these approaches and to get the required results, different methods are used. In HR Department of Pakarab Fertilizers , the Performance Appraisal methods are Job Dimension Rating Scale and Force Distribution depending on the situation. Force Distribution method is used when to avoid from clustering of employees at one end of the scale.
Both the subunits of HR Department of Pakarab Fertilizers follow strict rules and regulations of the performance appraisal policy to conduct a fair appraisal system. The end results of this performance appraisal system are kept secret by the concerned subunit and this evaluation is used for employee development programs.
Problems in Measurement an Evaluation
HR Department of Pakarab Fertilizers is facing different problems both in the measurement of the performance and in the evaluation accuracy. Some of the major problems in the performance measurement are the following:
· Halo Effect
· Organizational Influences
· Personal Biasness
· Qualitative Standards
· Problems in evaluation accuracy include
· Poor feedback of the employee
· Negative Communication
On the other hand, hard HRM stresses 'the quantitative, calculative and business-strategic facet of managing the "headcount resource" in as "rational" a way as for any other factor of production', as associated with a utilitarian-instrumentalist method ( 1992: , 1995). Hard HRM concentrates on the importance of 'strategic fit', where human resource policies and practices are densely
Human Resource Management has frequently been described as a concept with two distinct forms: soft and hard ( 1999). These are diametrically opposed along a number of dimensions, and they have been used by many commentators as devices to categorize approaches to managing people according to developmental-humanist or utilitarian-instrumentalist principles (1995). Soft HRM is associated with the human relations movement, the utilization of individual talents. This is a concept of a 'high commitment work system' ( 1985), which is aimed at eliciting a commitment so that behavior is primarily self-regulated rather than controlled by sanctions and pressures external to the individual and relations within the organization are based on high levels of trust' ( 1996). Soft HRM is also associated with the goals of flexibility and adaptability (which themselves are problematic concepts, as we shall see in more detail later), and implies that communication plays a central role in management
The policies about Performance Appraisal in both the departments are made separately. The policy issues are concerned with the purpose of Performance Appraisal which could vary in both subunits of HR department.
The common purposes of both the units of HR Department are promotion, supervisory understanding , salary decisions , and employee development. Performance Appraisal of executives and supervisors is made according to calendar year
and of workers is according to financial year (July to June).The criteria for promotion of an employee is good appraisal and seniority. Section Head writes the performance appraisal of the employees and it is countersigned by the divisional head. The rule exists is to write the Performance Appraisal in front of the individual with the proper justification but it is not actually in practice.
For appraising the performance of employees , different approaches are being in practice. In Pakarab Fertilizers, the most commonly used are Comparison Against Standards and Interpersonal Comparison . By adopting these approaches and to get the required results, different methods are used. In HR Department of Pakarab Fertilizers , the Performance Appraisal methods are Job Dimension Rating Scale and Force Distribution depending on the situation. Force Distribution method is used when to avoid from clustering of employees at one end of the scale.
Both the subunits of HR Department of Pakarab Fertilizers follow strict rules and regulations of the performance appraisal policy to conduct a fair appraisal system. The end results of this performance appraisal system are kept secret by the concerned subunit and this evaluation is used for employee development programs.
Problems in Measurement an Evaluation
HR Department of Pakarab Fertilizers is facing different problems both in the measurement of the performance and in the evaluation accuracy. Some of the major problems in the performance measurement are the following:
· Halo Effect
· Organizational Influences
· Personal Biasness
· Qualitative Standards
· Problems in evaluation accuracy include
· Poor feedback of the employee
· Negative Communication
On the other hand, hard HRM stresses 'the quantitative, calculative and business-strategic facet of managing the "headcount resource" in as "rational" a way as for any other factor of production', as associated with a utilitarian-instrumentalist method ( 1992: , 1995). Hard HRM concentrates on the importance of 'strategic fit', where human resource policies and practices are densely
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