Employee Performance Management Software

Paper Summary:

In this report, the writer defines the assumptions and risks associated with implementing an employee performance management software application from a third party software vendor. The writer looks at the the technological assumptions and also the aspects that deal with changing how people do their jobs in response to the system providing more information and measures of performance than have been available in the past. The writer then discusses the issue of risks and the security of data. This paper includes an additional source copy.


Outline:
Executive Summary
Clarifying Assumptions
Assessment of Risks

From the Paper:

"Given the highly confidential nature of the employee and managerial data, its is critical for the employee performance management software application have a high level of security associated with it. Starting with the databases, the specific application(s) chosen in this area need to support record locking and write-one verification, which is part of any database being ACID-compliant. Simply put, these are databases that have assurance of atomicity, consistency, isolation of data, and durability, hence the acronym ACID-compliant."
"While ACID-complaint databases greatly enhances the security of the data, and safeguards them from being destroyed or compromised, another risk is that of an audit. For every publicly-held company in the U.S., the need to have systems and databases that are complaint with Sarbanes-Oxley Act is also critical. The risk of non-compliance in terms of human resources records can be quite expensive for any company to resolve."

Sample of Sources Used:

• Alstyne, Marshall van, Erik Brynjolfsson, and Stuart Madnick (1997) - . "The Matrix of Change: A Tool for Business Process Reengineering". MIT Sloan School Working Papers available online. Retrieved February 19, 2007 from the Internet: http://ccs.mit.edu/papers/CCSWP189/ccswp189.html
• Alstyne, Marshall van, Erik Brynjolfsson, and Stuart Madnick (1995) - "Why Not One Big Database? Principles for Data Ownership." Decision Support Systems 15.4 (1995): 267-284.
• AMR Research (2006) - Making HCM Strategic: Aligning the Workforce with Business Goals. Christa Degnan Manning and Judy Sweeney. AMR Research Report. Boston, MA. October, 2006
• Manning (2006) - HCM Earnings Signal SaaS Acceptance and Strategic Expansion. Christa Degnan Manning and Judy Sweeney. AMR Research Report. Boston, MA. November, 2006
• Sarbanes-Oxley Act (2002) - U.S. Senators Sarbanes and Oxley. Passed in 2002 by both U.S. House of Representatives and U.S. Senate. Text viewed on the Internet on February 19, 2007: http://www.aicpa.org/info/sarbanes_oxley_summary.htm

More papers on Employee Performance Management Software:

• Case Study # 146465 : "Human Resources Information System"
• Term Paper # 144608 : "Motivation in a Software Corporation"
• Research Paper # 91327 : "Knowledge Management"

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