Automated Payroll System
The remarkable development of technological advancement has become the driving force of the market nowadays. The diffusion of the internet has revolutionized the business arena (Eisenberger, Huntington, Hutchison & Sowa, 1998). The use of the Internet is changing high-tech marketing overnight while different industries have been trying to use it as part of their marketing strategy. It does not only reconfigured the way different firms do business and the way the consumers buy goods and services but it also become instrumental in transforming the value chain from manufacturers to retailers to consumers, creating a new retail distribution channel.
Moreover, the technological progress in global setting has brought about many changes, particularly on how contemporary businesses are being operated. Due to this technological progress, product development became faster and better and business processes are more systematized. Indeed, the introduction of advanced technologies to several industries has paved the way for greater progress in the future (Eckersley, Harris, & Jackson, 2003). In human resource management, the progress of the technology helped the HR managers in handling the payroll of their employees. Particularly, the creation of automated payroll systems is now dominating in various businesses (Fowler, & Murlis, 2001).
In any business organization, the core responsibility of the management is to ensure the consistency of its stakeholders’ relationships, to establish that the planned output can be achieved with the planned inputs of labor, capital, and materials. With the advent of new technologies, more and more organization is trying to use this as part of their business strategy (Fowler, & Murlis, 2001).
As conceived by the employment law, the management of any business organization must include all the workers and employees under a Payroll System (Fowler, & Murlis, 2001). The HRM of an organization has the responsibility for creating a Payroll System and Employee Compensation policy that would give the employee their right of being well compensated. With respect to the advent of new technologies, Payroll System nowadays is being created in the basis of insurance, with the premiums paid by the employees in automated manner (Champion-Hughes, 2001). Each, institution and organization has its own employee Payroll System and compensation policy and therefore has its own set of rules and regulation.
Depending on the Human Resource Management, additional law must be provided to railroad workers, federal employees and others. Hence, any business organization makes a Payroll System and Employee Compensation Policy which adheres to the existing law of the country. Primarily, the main purpose of the Payroll System and Employee Compensation Policy are to provide the employees their deserve payment to the quality service that they have rendered for the company (Champion-Hughes, 2001). The Employee Compensation Policy in accordance to the use of Automated Payroll System is considered today is still based from “no-fault” nature of law (Cortada, 2004).
Since the Employee Compensation using automated Payroll System nowadays is based in the concept of insurance, no-fault means that it does not matter who is a fault, and recognizes that no one is at fault. Herein, the only thing that matter is that provision in the policy will be made for the employee’s medical care and loss of earning power. In return for predetermined and certain benefits, employee gives up the right to sue their employers (Amba-Rao, & Pendse, 2001). In return for certain limitations on the amount of the benefits, the employer provide for all injured employees, even when the injuries could not necessarily have been prevented. In this manner, it can be noticed that both the employees and the employers “gave-up” certain rights when the laws were enacted. With this regard, the businesses should imposed and must be able to create an automated Payroll System that would certainly not neglect the right of each of any members of the organization like the employee and the employers. Moreover, the HRM should be ready for changes and policy amendments to adapt to a constantly changing environment.
Basically, due to the emergence of new technologies and online transactions, majority of the payroll systems of businesses were also shifting to ATM modes (Fowler, & Murlis, 2001). A growing phenomenon in payroll system among businesses is the use of technology known as automation system. Considering that automation systems save time and effort, this could also have impact on employee development. With the ATM payroll system, employees save time. In managing time and achieving objectives, it is very vital to maintain a schedule which indicates the lists of activities to be done with particular allocation of time. All activities to be done should be directed to the achievement of the desired goal (Fowler, & Murlis, 2001).
ATM payroll systems reflect to the current technology. Basically, effective technology management reflects even greater role and value in the performance of companies and its people to accept and manage technological applications and innovations as directed to the development of their most sought-after global competitive advantages (Amba-Rao, & Pendse, 2001).
References:
Amba-Rao, S.C., & Pendse, D. (2001). “Human Resources Compensation and Maintenance Practices,” (Fall), 19. Behavior. New York. Academic Press.
Champion-Hughes, R. (2001). “Totally Integrated Employee Benefits”, Public Personnel Management, vol. 30, 3, p. 287.
Cortada, J.W. (2004). The Digital Hand: How Computers Changed the Work of American Manufacturing, Transportation, and Retail Industries. New York: Oxford University.
Eckersley, P.M., Harris, L. & Jackson, P. (2003). E-business fundamentals: managing organisations in the electronic ages. Routledge, New York
Eisenberger, R., Huntington, R., Hutchison S. & Sowa, D. (1998) Human Resource Management and the Personnel Function’ in Storey, J. New Perspectives in Human Resource Management, Intern. Thomson, London
Fowler, A., & Murlis, H. (2001). “Salary Systems for a Small Business,” Personnel Management, 27-28.
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