netrashetty
Netra Shetty
Yahoo! Inc. (NASDAQ: YHOO) is an American public corporation with headquarters in Sunnyvale, California, (in Silicon Valley), that provides services via the Internet worldwide. The company is perhaps best known for its web portal, search engine (Yahoo! Search), Yahoo! Directory, Yahoo! Mail, Yahoo! News, advertising, online mapping (Yahoo! Maps), video sharing (Yahoo! Video), and social media websites and services.
Yahoo! was founded by Jerry Yang and David Filo in January 1994 and was incorporated on March 1, 1995. On January 13, 2009, Yahoo! appointed Carol Bartz, former executive chairperson of Autodesk, as its new chief executive officer and a member of the board of directors
To individuals in a company, the knowledge attained by them is important. Knowledge and skills are important factors in influencing how the employees perform; therefore, the imparting of quality education and training to employees of companies is significant and can guide the way for achieving the corporate aims. Thus by providing a great share of human capital, appropriate knowledge management generates basic conditions needed for adjustment, survival and competitive advantage required by an organisation when confronting a rising number of changes in a new business environment (Stebe & Andolsek, 2006).
Many companies misjudge the complexity of operations involved in international business, and often overlook the mutual infiltration of the above mentioned three dimensions of international human resources management and adopt a lax attitude towards this important department of the organisation. Consequently, business failures at international scale are not just a mere possibility but can often be contributed to poor international human resources management. The fundamental elements of the human resources that have to be adapted to local standards at the international market include culture, language, religion, moral codes and habitual practices. In today’s era of competitive markets, those companies which have decided on globalising their business, have already made their way into the expansion stage and have been mandated to re-engineer the processes in their organisations by means of innovation and by developing new customer relationships (Maksimovic, 2003).
According to Cartwright & Cooper, (cited in Chapman, 2001) HRM plays an important role in decreasing the number of unwanted turnover, distress and loss of productivity associated with cross border alliances. HRM is vital in determining the scale of cultural fit between organisations prior to finalising the potential arrangement. Cultural aspect is important to recognise potential problems that may arise as a result of diverse perceptions, values and practices existing between the involved organisations. In Mergers & Acquisitions (International market expansion), it is likely that almost all aspects of the job will be affected such as job security, workload, work relationships and role identity, therefore HRM is important in formulating a strategy which deals with the reasons of merger stress. After International market expansion, it is likely that only a transactional bond which is based on an exchange of effort for economic reward stays in place
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
Rating Error
Instead of all the problems , the current performance appraisal system is working well according to the HR Department of the organization.
Comparison Of Performance Appraisal System
In Parco & Pakarab Fertilizers:
PARCO AND PAKARAB have the various similarities and dissimilarities in their performance appraisal systems. These similarities and dissimilarities are the followings:
Similarities:
1.Both have the same nature of organizations (Manufacturing).
2.The organogram of both the organizations is same because of having same nature of job Description.
3.Both have complex human resource structures, having more than 1500 employees.
4.To handle these complex human resource both have their HR departments which conducts the formal appraising system.
5.Puroses of Performance appraisal are same in both the organizations.
Dissimilarities:
1.The main difference in their performance appraisal systems is feedback of results to supervisors and employees. Parco communicates the results of employees to immediate supervisors but in PAKARAB FERTILIZERS this is not done usually.
2.Thier are no formal training programs in PAKARAB as a result of performance appraisal but PARCO has.
Findings & Recommendations:
In the light of the articles and our study in the organizations, we become able to suggest some recommendations which are as follows:
1.They should convert the qualitative work into measurable quantitative factors so
that clear standards can be set for performance measurement.
2. They should apply MBO technique to check performance of those employees who are having work assignments which can be quantified accurately.
3.They should apply 360 degree appraisal system so that appraisal biasness can be reduced to the minimum level and to improve measurement accuracy.
For the application of 360 degree appraisal system, it requires cultural change in whole organization.360 degree appraisal system should be used where investigation is required.
360 degree approach can measure the performance of an employee more
effectively because this approach involves getting feedback about an employee from a wide variety of sources in addition to his or her manger.
4.For evaluation accuracy, skilled personnel should be appointed, for the evaluation of measured performance, who have greater knowledge of descriptions of those jobs.
5. Post appraisal interviews should be conducted to give opportunity to employees for their justification and to create motivation in them.
Yahoo! was founded by Jerry Yang and David Filo in January 1994 and was incorporated on March 1, 1995. On January 13, 2009, Yahoo! appointed Carol Bartz, former executive chairperson of Autodesk, as its new chief executive officer and a member of the board of directors
To individuals in a company, the knowledge attained by them is important. Knowledge and skills are important factors in influencing how the employees perform; therefore, the imparting of quality education and training to employees of companies is significant and can guide the way for achieving the corporate aims. Thus by providing a great share of human capital, appropriate knowledge management generates basic conditions needed for adjustment, survival and competitive advantage required by an organisation when confronting a rising number of changes in a new business environment (Stebe & Andolsek, 2006).
Many companies misjudge the complexity of operations involved in international business, and often overlook the mutual infiltration of the above mentioned three dimensions of international human resources management and adopt a lax attitude towards this important department of the organisation. Consequently, business failures at international scale are not just a mere possibility but can often be contributed to poor international human resources management. The fundamental elements of the human resources that have to be adapted to local standards at the international market include culture, language, religion, moral codes and habitual practices. In today’s era of competitive markets, those companies which have decided on globalising their business, have already made their way into the expansion stage and have been mandated to re-engineer the processes in their organisations by means of innovation and by developing new customer relationships (Maksimovic, 2003).
According to Cartwright & Cooper, (cited in Chapman, 2001) HRM plays an important role in decreasing the number of unwanted turnover, distress and loss of productivity associated with cross border alliances. HRM is vital in determining the scale of cultural fit between organisations prior to finalising the potential arrangement. Cultural aspect is important to recognise potential problems that may arise as a result of diverse perceptions, values and practices existing between the involved organisations. In Mergers & Acquisitions (International market expansion), it is likely that almost all aspects of the job will be affected such as job security, workload, work relationships and role identity, therefore HRM is important in formulating a strategy which deals with the reasons of merger stress. After International market expansion, it is likely that only a transactional bond which is based on an exchange of effort for economic reward stays in place
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
Rating Error
Instead of all the problems , the current performance appraisal system is working well according to the HR Department of the organization.
Comparison Of Performance Appraisal System
In Parco & Pakarab Fertilizers:
PARCO AND PAKARAB have the various similarities and dissimilarities in their performance appraisal systems. These similarities and dissimilarities are the followings:
Similarities:
1.Both have the same nature of organizations (Manufacturing).
2.The organogram of both the organizations is same because of having same nature of job Description.
3.Both have complex human resource structures, having more than 1500 employees.
4.To handle these complex human resource both have their HR departments which conducts the formal appraising system.
5.Puroses of Performance appraisal are same in both the organizations.
Dissimilarities:
1.The main difference in their performance appraisal systems is feedback of results to supervisors and employees. Parco communicates the results of employees to immediate supervisors but in PAKARAB FERTILIZERS this is not done usually.
2.Thier are no formal training programs in PAKARAB as a result of performance appraisal but PARCO has.
Findings & Recommendations:
In the light of the articles and our study in the organizations, we become able to suggest some recommendations which are as follows:
1.They should convert the qualitative work into measurable quantitative factors so
that clear standards can be set for performance measurement.
2. They should apply MBO technique to check performance of those employees who are having work assignments which can be quantified accurately.
3.They should apply 360 degree appraisal system so that appraisal biasness can be reduced to the minimum level and to improve measurement accuracy.
For the application of 360 degree appraisal system, it requires cultural change in whole organization.360 degree appraisal system should be used where investigation is required.
360 degree approach can measure the performance of an employee more
effectively because this approach involves getting feedback about an employee from a wide variety of sources in addition to his or her manger.
4.For evaluation accuracy, skilled personnel should be appointed, for the evaluation of measured performance, who have greater knowledge of descriptions of those jobs.
5. Post appraisal interviews should be conducted to give opportunity to employees for their justification and to create motivation in them.
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