Introduction

In the current economic climate, HR departments are faced with the challenge of standardising HR processes and providing a 'single view' of corporate data though improved HR information. This is supported by findings in Nelson Hall's recent outsourcing study, which identified key issues for executives included the need for improved HR information that provided a 'single view' of the employee and a consistent, consolidated view of HR data across the organization, together with reduced HR administration costs. Over the last few years, there has been no shortage of enthusiasm surrounding 'integrated talent management', yet the concept has remained largely aspiration. Most recognize that integrating Talent Management technology simplifies the complexities associated with managing multiple HR processes by providing a single platform to manage processes such as recruitment, learning, payroll, performance and advisory. For many, moving away from 'the way we've always done things' toward cutting-edge, forwardlooking technology requires a giant step into unfamiliar territory. 'Innovation is the ability to see change as an opportunity, not a threat' Steve Jobs In a time when operational costs are questioned and spending is scrutinized, for investment in integrated HR and Payroll technology to be considered, particularly for non-revenue making departments, the business case must identify a direct correlation between efficiencies led by the automation of processes, and cost reduction. Businesses have always faced external challenges, whether it be heightened competition in the market or customers demanding lower cost solutions, but businesses are increasingly facing internal challenges that have a direct impact on business performance. The ongoing war for talent, the employee experience, retention and employee engagement are all issues that are have a significant impact on businesses. These issues become even more challenging given the changing nature of the workforce being increasingly mobile and based in multiple locations, and the associated costs and complexities of managing this workforce. With all this in mind, the way organizations operate requires a new ways of thinking and why innovation within the HR process is essential. No one understands this more than James Warwick, Talent2's Chief Information Officer. As an organization that has seen rapid growth though numerous acquisitions, he knows the difficulties of integrating multiple systems, across complex business units, in a number of regions globally: "Traditionally, the accessibility of systems was limited by network infrastructure, yet we, like many organizations, are regional and need a more flexible and agile platform to operate from. As such, the emergence and maturity of 'Cloud' based technologies are now central to our ongoing development strategy, providing real potential to align technology, people and process across the business". .

There is an increasing requirement for vendors to develop solutions, particularly for multinational clients, which easily integrate into their existing architecture rather than continuing to use multiple single systems. This innovation will create consistent dialogue across all HR platforms, allowing for a single, consistent voice, thus delivering one view of employees, the client, and the business. Such solutions result in efficiencies and reduced duplication across multiple areas of the business, which should help management understand why this development is necessary and reassure them that upfront investment will save money in the long term, positively impacting their bottom line. Increase in productivity

The use of technology in performance management has the potential to increase productivity and enhance competitiveness. We believe that appraisal satisfaction is a key concept that is central to any discussion of technology and performance management. Clearly, gains technology makes are Pyrrhic victories if appraisal satisfaction does not improve as well. Contemporary attention to psychological variables such as appraisal satisfaction that underlie the appraisal process and user reaction to the performance management system have supplanted previous preoccupations with appraisal instrument format and rater accuracy (Cardy & Dobbins, 1994; Judge & Ferris, 1993; Waldman, 1997). In view of the uniqueness and competitive advantage that human resources provide, it is appropriate that organisations pay greater attention to questions of employee satisfaction and with how firms evaluate their performance.

We believe that appraisal satisfaction will remain a relevant concern, even when technology is a primary mechanism for the feedback process. Beyond this, appraisal satisfaction is also a critical concern when technology actually becomes the appraisal process. This is because an important link exists between satisfaction with appraisal processes and technologys potential as an effective force for change and improved performance.

Performance feedback

Given that high-quality performance feedback should be one factor that helps organisations retain, motivate, and develop their employees, these outcomes are more likely to occur if employees are satisfied with the performance appraisal process, feel they are treated fairly, and support the system. Conversely, if ratees are dissatisfied or perceive a system as unfair, they have diminished motivation to use evaluation information to improve their performance (Ilgen, Fisher, & Taylor, 1979). In the extreme, dissatisfaction with appraisal procedures may be responsible for feelings of inequity, decreased motivation, and increased employee turnover.

Furthermore, from a reward standpoint, linking performance to compensation is difficult when employees are dissatisfied with the appraisal process. Noting this difficulty, Lawler (1967) suggested that employee opinions of an appraisal system might actually be as important as the systems psychometric validity and reliability. The question of appraisal satisfaction is a relevant concern in discussions of how technology interacts with performance management systems since absent user satisfaction and support, technological enhancements are likely to be unsuccessful.

Technology as content

Technology may contribute to performance management and thus to appraisal satisfaction in two primary ways. First, technology may facilitate measuring an individuals performance via computer monitoring activities. This frequently occurs as an unobtrusive and rote mechanical process that relies on minimal input from individuals beyond their task performance. Jobs that incorporate this type of appraisal technology are frequently scripted or repetitious and involve little personal judgment or discretion. Working in a call centre or performing data entry are examples. In this instance, the very act of performing a job simultaneously becomes the measure of how well a jobholder accomplishes it. Keystrokes, time on task, or numbers of calls made are recorded and at once become both job content and appraisal content.

A second approach to technology and performance management changes the emphasis so that technology becomes a tool to facilitate the process of writing reviews or generating performance feedback. Examples here include multi-rater appraisals that supervisors or team members generate online, as well as off-the-shelf appraisal software packages that actually construct an evaluation for a manager. This particular technological approach occurs more often in the context of jobs that involve personal judgement, high discretion, and open-ended tasks for which real-time performance monitoring is not an option.

Again, it is critical to consider these aspects of technology use in performance management within a framework of appraisal satisfaction. We will address the second application of technology to performance management in the next section of this chapter.

Objectives The basic object of this report is to check the impact of technology on Human resources To study the resistance of the employees towards change To study the usage of technology in the functions of an organization

Data Analysis and Interpretation

Sample size:20 Sampling technique: Random Sampling Primary Data :The primary data is collected through a structured questionnaire Secondary data: Articles,journals

1.Does your company use technology for the attendance Yes no

Data Interpretation 75% respondents said that their company uses technology for attendance system 25% respondents said that their company does not use technology for attendance

2.Are you satisfied with the biometric system of taking attendance Yes no no biometric

Data interpretation From the collected data it is observed that 55% of respondents are satisfied with the biometric system for taking attendance 15% of respondents said that they are not satisfied with the biometric system and 30% of respondents said that they dont have a biometric system

3.Do you feel motivated with the new technology for the storage of data Yes no

Data interpretation 65% of respondents said that they are motivated with the new technology for the storage of data and 35% of respondents were not motivated with the new technology for storage of data

4.Do you feel that the new data entry system will make your job easy Yes sometimes no

Data Interpretation 70% of respondents felt that the use of technology makes their job easy all the time but 30 % of respondents felt that of technology sometimes to ease their job

5.Can you adapt to the change in technology Yes sometimes never

Data Interpretation 30 % of respondents said that they can adapt to the technology easily 55% of respondents said that they can adapt to the change only sometimes and 15 % of respondents felt that adapting the changed technology is difficult

6.Do you feel that there is a necessity for adopting new technology Yes if required no

Data Interpretation

45% of respondents felt that there is a need for adopting new technology as the technology upgrades everyday 25% of respondents felt that the new technology should be adopted only if required and 30% of responded that adopting new technology is not required

7.Do you feel that technology helps to build healthy relations.. Yes no cant say

Data Interpretation

60 % of respondents felt that technology helps in developing healthy relations 15% of respondents felt that technology doesnt help in building relations 25% of respondents had no opinion whether technology helps in building relations

8.Technology helps me to remind the important events and tasks to complete yes no

Data Interpretation

75% of respondents felt that the technology helps them to remind the important events and tasks they have to complete. 25% of respondents felt that technology is not necessary to to remind the tasks they have to complete

9.Technology helps the managers to make their job easy,rate the performance employees etc Yes sometimes no

Data Interpretation

45% of respondents felt that technology helps the manager to make their job easy and also to rate the performance of the employees 10% of respondents said that technology doesnot help them in making their job easier 45% of respondents had no opinion whether technology helps in making their jobs easier.

10.Technology helps to achieve competitive advantage Yes no cant say

Data interpretation 60% of respondents felt that technology helps to achieve competitive advantage 15% of respondents felt that technology doesnot help to achieve competitive advantage 25% of respondents had no opinion on this issue

Findings and Suggestions

Findings 1. Most of the respondents said that their company uses technology for attendance so that there will be a transparency in compensation and other related matters 2. Most of the companies use biometric finger prints system for their attendance and a few respondents said that they donot have biometric system 3. Many of the respondents said that they can adapt to the technology only sometimes 4. Many of the respondents feel that technology builds in effective relations 5. Technology, if used adequately can improve the relation and also helps to attain competitive advantage and thus the growth of the company

Suggestions 1. Recruitment and selection and payroll system can be made much quicker by the introduction of HRIS module in the firm ,based on the financial status of the firm 2. Reward system can be introduced for the attendance as biometric system gives accurate information. This motivates the employees 3. Online training can be given which can reduce the cost and helps in the growth of the company

Conclusion In this fast growing market, if you are not aware of the latest technologies in HR, ensure that you dont get left back in the dust, as your competitors are already experimenting new technologies. In particular, Companies need to look at adopting technological assistance in the major HR functions such as recruitment, training, performance management, pay roll, employee benefits etc. HR personnel need to be updated on the technological options that are available, select the best options that will make significant difference to their functioning and leverage them to bring efficiencies. Hence, HR managers have to be keen and far sighted; dont let the opportunities pass you by, only because you were not updated on technological offerings and its impact on doing better business.