Human Resource Management: Performance Management, Need for Professional Appraisal and Psychographic and Demographic of Labours
Human Resource Management (HRM) in software companies has been rapidly developed in the last few decades,
by means of modern HRM assets. The policy of ‘commercializing’ the public sector has been pursued in various ways, the
introduction of quasi-markets, competitive tendering, and performance measurement and consumer choice. There has been
an influx of managers from the private into public sector, and a greater interchange of staff between the two sectors
(Newman and Clarke, 1994).In recent years, there has been a drive towards linking the appraisal of employees to the
strategic objectives of an organisation. The idea is that the organisation sets its own goals and performance measures. These
goals are then translated into goals for managers and employees. Measurable targets are identified and set for employees,
and their performance against the targets will be used as part of their appraisal. Appraisal is, therefore, seen as part of
management control. By measuring the performance of employees against targets, management is seen to be proactively
managing the performance of employees and therefore improving the performance of the organisation. This study presents
various comparative analyses of employee’s psychographic and demographic characteristics and their effects on the industry.
A survey with a psychologist approved questionnaire has been used to collect the data from more than 50 Human Resource
managers from various professional back ground in Tamil Nadu, India.
Keyword - Appraisal, professional appraisal, management, psychographics, demographics, labour market segmentation,