...Case Study: Infosys (A) Strategic Human Resources Management Strategic Human Resources Management defines the organization’s intentions and plans on how its business goals should be achieved through people. It is based on three propositions: first, that human capital is a major source of competitive advantage; second, that it is people who implement the strategic plan; and, third, that a systematic approach should be adopted to defining where the organization wants to go and how it should get there. Strategic Human Resources Management is a process that involves the use of overarching approaches to the development of Human Resources strategies, which are integrated vertically with the business strategy and horizontally with one another. These strategies define intentions and plans related to overall organizational considerations, such as organizational effectiveness, and to more specific aspects of people management, such as resourcing, learning and development, reward and employee relations. Strategic Human Resources Management addresses broad organizational issues relating to changes in structure and culture, organizational effectiveness and performance, matching resources to future requirements, the development of distinctive capabilities, knowledge management, and the management of change. Infosys which was founded on July 2, 1981 in Pune by N R Narayana Murthy and seven others: Nandan Nilekani, N. S. Raghavan, Kris Gopalakrishnan, S. D. Shibulal, K. Dinesh and Ashok...
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...“Infosys” INTRODUCTION: Strategic human resource management (SHRM) is used within an organization to link human resources with the specific goals and objectives that are set for the organization (Mello, 2011). All organizations are different and that is why using SHRM is very important for them to implement based on what they are trying to accomplish. Doing so will allow them to improve their business performance and develop organizational culture while becoming more flexible and getting a competitive advantage (Mello, 2011). After reading the case study I have a much better understanding of what SHRM is by reading about the company Infosys, and their ability to link their company’s goals and objectives with their human resources. Over the years Infosys has done a tremendous job with implementing SHRM throughout their company. They were able to do this so that they could experience the good times that they had and are still having and they used SHRM properly to get them through their rough times. Infosys did this by including the function of their HR when they were implementing the company’s strategies for recruiting, selecting, training, and employee rewarding programs (Delong, 2006). Infosys is using SHRM to link the people within their company to the strategic needs of their business, and that is why they have been able to become as successful as they have. They have been rated as high as #1 in the Business Today Best Employer Survey, which means that it is a wonderful...
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...THE CASE STUDY OF NARAYANA MURTHY AND INFOSYS TECHNOLOGIES LIMINTED QUESTION ONE (1) Identify and explain from the case study, those variables attributable to the company’s success in line with the ‘Concept of Effectiveness’ that constitute unique capabilities 1) Low Employee Turnover Employee turnover refers to the rate at which people resign or live their employment. With his proactive human resource practices, Marayana Murthy and Infosys was able to lower the employee turnover to a rate around 11% as opposed to an average of 25% for the industry. 2) Good Facilities for Employees Infosys Technologies Ltd provided many facilities such as ticketing, credit cards, crèche facilities for kids, transport facilities, recreational facilities etc. to its employees to take care of both the professional and personal needs. 3) Promotion Promotion is advancement to a higher-level job with increased authority, responsibility and pay within the organization. Infosys Technologies Ltd promoted about 80% of the middle and senior level executives from within the organization to motivate them. 4) Best Reward System Analysts felt that Infosys Technologies Ltd had one of the best reward systems in the industry. Most employees in Infosys Ltd were paid high salaries as compare to other employees in the industry. Also there are some monetary and non monetary benefits like compensation, overtime etc. that Infosys gives to its employees to motivate them. 5) Open (Effective)...
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...Human Resource Management Term Paper Tata Case 1) Are they ethical? Can they be trusted? There are many myths about Gen Y that they are lazy, casual and lack work ethics but in reality it is not so. We cannot generalize the statement. In order to understand whether Gen-Y are ethical and they can be trusted or not, it is important to know Gen-Y and its characteristics. It refers to the generation of people born between the early 1980s and the early 1990. It is also known as The Millennial. Gen-Y is hard driven, tech savvy, ambitious, and well aware of the social context of their life and their work. Sure, they want money and stuff, but they also value the communal and social aspects of their lives. Everyone would agree that talent is the lifeblood of any organisation. Without young, aggressive, dynamic people no company can thrive because these people bring new ideas. Other positives adjectives to describe them include confident, self-expressive, liberal, upbeat and receptive to new ideas and ways of living. Gen-Y has a strong work ethic though they don't want traditional schedule from 9 to 5. Gen-Y wants work to be fun and flexible because the line between work and life is seamless. Gen-Y believes in the mantra of working smarter, not harder. The employers must offer flexible working schedule to provide effective work culture that is pleasant and positive. Gen-Y population has a sense of belonging to communities .They are joiners. They want to be with other people who...
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...Introduction to talent management (IT) Introduction to the 2 companies being considered Findings on company 1 Findings on company 2 Comparative study Critical analysis INTRODUCTION Talent management is a name for a human resources program that applies to more than just computing hours and taking care of legal aspects of employment. Rather, talent management applies to the strategy of recruitment and retention, compensation, assessment and review. In some cases, talent management is a process handled over multiple departments. In other cases, it may be solely handled by human resources. Talent management's first responsibility is to attract and retain qualified employees. Without this primary function, no company can achieve its full potential. Recruiting workers can be a difficult task, especially in times of low unemployment. The further up the ladder the position is, the harder the position will be to fill. Recruitment and retention may depend on adequate or competitive compensation packages. These packages must be carefully scrutinized based on industry standards. Although pay may be the most important of the compensation package, it is not the only part. Traditional benefits such as health insurance and vacation also play a role. However, newer benefits, such as flexible packages and telecommute options can also be very attractive for some positions. Talent management's job is to find out what compensation packages are needed and then see if those, or something...
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...Running head: Managing Service Supply Relationships. Managing Service Supply Relationships Danny Lingham Glion Institute of Higher Education Managing Service Operations in the Evolving Business Environment Word Count 2,514 Statement of Authorship I certify that this assignment is my own work and contains no material, which has been accepted for the award of any degree or diploma in any institute, college or university. Moreover, to the best of my knowledge and belief, it contains no material previously published or written by another person, except where due reference is made in the text of the work. I also understand that under no circumstances should any part of this assignment be published, including on the Internet, or publicly displayed without receiving written permission from the University. Signed Student number E00010312 Name Danny Lingham Managing Service Supply Relationships Executive Summary In today’s global environment, companies are able to leverage their competitiveness through service supply relationships. Outsourcing is key for a company’s survival. With the increases in costs levels through the market segments, companies are able to leverage economies of scale by lowering costs and at the same time maintain a presence in the market. Through technological advances, the world has become well connected. As such, interdependencies and inter-cultural...
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...economy growth, Infosys is one of the pioneer Indian companies that positioned the Indian firms on a leading position globally, the company generated revenue of US$ 2 billion in 2006 (Rustogi et al, 2012), and gain more than two third of its revenues from serving many clients in the United states (Dajiworld, 2007), the company success to develop scalable strategy, and create a successful organization has a global brand awareness for quality and efficiency . The report illustrate Infosys expansions plans and strategies in China and summarizing the factors influenced Infosys to establish offshore development center in China, to benefit from the advantages of the low labor cost and the great economic opportunities to have the largest second development center in China, as well analyze the Global Delivery Model of Infosys and its relevance to China, in addition to indentify the major challenges face the Indian IT companies operating in China, and propose solutions to conquer those problems. Table of Contents Background 5 Issue Statemnt 5 Literateur : Factors influenced global expansion strategy 5 Analysis of the problem : Global Delivery Model of Infosys 6 Alternatives Analysis and Selection Criteria : Development Challenges in China 7 Recommendations 9 Action and Implementation Plan 10 References 12-15 Appendix 16 List of Tables and Figures Table 1 –Infosys Ranking. 17 Table 2 – Infosys SWOT analysis 18 ...
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...Human resource accounting Human Resource Accounting is a method to measure the effectiveness of personnel management activities and the use of people in an organization. Historical cost approach This approach is developed by Brummet, Flamholtz and Pyle but the first attempt towards employee valuation made by R. G. Barry Corporation of Columbus, Ohio in the year 1967. This method measures the organization’s investment in employees using the five parameters: recruiting, acquisition; formal training and, familiarization; informal training, Informal familiarization; experience; and development. The costs were amortized over the expected working lives of individuals and unamortized costs (for example, when an individual left the firm) were written off. Limitations * The valuation method is based on false assumption that the dollar is stable. * Since the assets cannot be sold there is no independent check of valuation. * This method measures only the costs to the organization but ignores completely any measure of the value of the employee to the organization (Cascio 3). Replacement Cost approach This approach measures the cost of replacing an employee. According to Likert (1985) replacement cost include recruitment, selection, compensation, and training cost (including the income foregone during the training period). The data derived from this method could be useful in deciding whether to dismiss or replace the staff. Limitations * Substitution of replacement...
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... What are the compulsions that have been driving the top management of Infosys to seek migration of the company up the value chain? Infosys is a highly respected, India-based information technology (IT) software service provider, established in July 1981. The ramp-up of the company has been particularly spectacular during the last several years, starting from 1995. The initial business model related to labor arbitrage and was based upon differential wage rates for IT professionals in India and the developed countries. The boom of the late 1990s, catalyzed by the Y2K-related problems, resulted in opportunities that the company capitalized upon. Today the company serves clients drawn from global 2000 companies. Based upon its strong ethical and principled approach, execution excellence, relentless quest for quality and customer satisfaction, the company had astounding financial success and became a darling of the stock markets both in India and the United States. Notwithstanding its successful track record, Infosys has over the last several years, proactively been applying itself to a fundamental question of identifying the drivers of success for the next 10 years. Infosys has been deeply concerned about leveraging its current strong position, to evolve into a much stronger company, so as to ensure continued growth and success in the long-term. Main drivers that have contributed to drive the top management of Infosys to move up the value chain are below: * International...
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...Case Study (Chapter 1, page 17) Question 1 What are the real problems that the customer is highlighting? Firstly, the problem that customer highlighting is automatic debiting the customer account by way of penalty. This action cause the customer has to rethink his errant financial way. The bank should having a notice or inform to their customers before debiting any penalty. This may cause many of customers that face the financial problem to fall into difficulty. Besides, the customer notices he cannot contact to employee over the time. The customers are confronted by the impersonal ever-changing, pre-recorded, faceless entity which the bank has become. The customers want to deal with a flesh and blood person but not the automated voice phone system. This impersonal conversation will make customer loss of confident about what the customer inquire. Moreover, customer will get charge for the advertising material sent by bank. It charges for $2.00 per page customer read. For the bank nominated contact, that will be billed at $5 per minute. Bank should be let the customer know early for the reading fees or ask for customer permission whether having interest about the advertising material. If not, bank should not send to them. This may causes the customer read on it unconsciously. To helping the customer, customer service should not be charge. Lastly, the problem is the automated voice phone system of the bank. The customer contact to the bank need to go through very long...
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...published in 1987 by the United Nation’s World Commission on Environment and Development, defined sustainable development as “Meeting the needs of the present without compromising the ability of future generations to meet their own needs”. Sustainability has been used more in the sense of human sustainability on planet Earth. At the 2005 World Summit it was noted that this requires the reconciliation of environmental, social and economic demands - the "three pillars" of sustainability. This view has been expressed as an illustration using three overlapping ellipses indicating that the three pillars of sustainability are not mutually exclusive and can be mutually reinforcing. (Definitions of sustainability often refer to the "three pillars" of social, environmental and economic sustainability) (A representation of sustainability showing how both economy and society are constrained by environmental limits) Rapid growth of industrial activities in the past has led to natural resources being depleted at a rate that is faster than the rate of restoration. If this trend continues, most globally admired companies will be out of business. Growth of businesses will always be dependent on the resources available. And if there is no planet, there really will be no business to do anywhere. Sustainability is thus about doing business keeping the environment in mind and showing real progress in terms of return on investment. The United Nations is also getting serious about sustainability...
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...Summer Internship Programme Under the Supervision of Mr. Ashish Shetty, Marketing Lead, Insurance ISU, TCS, Bangalore SDM Institute for Management Development Mysore, Karnataka, India (June 2011) SDM IMD INSTITUTE CERTIFICATE This is to certify that Ms. Rashmi Singh, undergoing PGDM program 2010-12 at this institute has successfully completed the Summer Internship Programme on the project titled ―Competitor Analysis: Website and Thought Leadership‖ at TCS, Bangalore, from April 01, 2011 to May 31, 2011 as a partial requirement for completion of his PGDM curriculum. Prof. Govinda Sharma Internal Faculty Guide SDM IMD, Mysore. Date: 24/06/2011 Place: Mysore Summer Internship Project Page 2 SDM IMD Acknowledgement I take this opportunity to extend my sincere gratitude to our guides at Tata Consultancy Services, Mr. Ashish Shetty and Ms. Varsha Nair who spent a lot of time mentoring and guiding us. The insurance ISU was a completely new arena for us. We stumbled a few times, yet they have been very patient and supportive with us, always encouraging us to give our best. I also thank the Academic relationship manager, TCS, Mr. Chandra Koduru, for helping us with the joining formalities and induction program. I would also like to thank Prof. N. R. Govinda Sharma and Lt. Col. S. N. Prasad, our internship guides at SDM Institute for Management Development, for their constant encouragement and guidance during our internship. Finally, I thank my team mates Chaitra B. and Muhammed...
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... DECEMBER 2005 www.corporateleadershipcouncil.com LITERATURE KEY FINDINGS Developing Asian Leaders Finding 1: Many Western companies believe they will gain competitive advantage by developing senior Asian leaders due to decreased staffing costs and better navigation of local culture compared to that of expatriates. That said, significant challenges exist for developing local talent, such as a lack of formal extensive education, Western management skills, and language skills. Advantages of Developing Asian Leaders Asian Trend: Sourcing Locally A Hudson Recruitment survey of 500 multinational companies indicates that 87% of companies do not plan to bring in new expatriate employees in the near future. This strategy is expected to avoid the increasing salary costs and lack of local market knowledge common 2 among expatriate new hires. Trend: Developing talent locally—According to a Deloitte Touche Tomatsu study (n=680), local employees will significantly outweigh expatriate talent in senior management positions in China in the coming years. Leaders at multinational firms expect expatriates to only hold 26% of senior positions that they currently hold. Therefore, to compete with other companies in the future, companies should invest now 1 in developing their local leaders. 2 Expatriates are expensive—The primary driver behind localization of the senior leadership in China is cost savings. Costs of expatriates include housing assistance, relocation...
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...INTRODUCTION REVIEW OF LITERATURE This project is concerned about marketing management. It covers in details about the concepts and principles of marketing, including the marketing plan. With the aid of Infosys organization we will try through the course of this document to explore the marketing plan, its application and its effectiveness. The main reasons for selecting Infosys Corporation as a case study were following: ▪ Infosys being a multinational company has a universal presence ▪ Diverse range of products ▪ MNC with a financial strength to explore and implement all aspects of the Marketing plan including high end spending on Promotions. In this project the following points are going to be discussed: ▪ Overview of Infosys and its product line in the UAE ▪ Target Market and Segmentation ▪ Sample List of Marketing Mix being used by the organization. ▪ Find out if the marketing mix used by organization is satisfactory. ▪ Our suggestion to the organization concerning the marketing plan. CHAPTER 1 – INTRODUCTION 1.1 Industrial Review The Indian Information Technology industry accounts for a 5.19% of the country's GDP and export earnings as of 2009, while providing employment to a significant number of its tertiary sector workforce. More than 2.3 million people are employed in the sector either directly or indirectly...
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...learning, competencies and skills that can significantly contribute to the growth of the organization. XLRI has always been proudly associated with academic excellence, personal values and social concern. It has been the crucible of leadership training for over 60 years and its banner is held high by a fine breed of alumni who serve as “change agents” thereby adding a new dimension to their corporate role. This integral and value based formation will greatly assist our students to be innovative, competent and creative leaders. They are groomed in a manner as to serve as agents of continuous improvement and change. It was in 1997 that XLRI recognized an unfulfilled need for formal management training at middle and senior levels of corporate strata. The result of that thought process was the General Management Programme, which has ever since, transformed several industry professionals into veritable leaders who reflect the standards and values of XLRI at various organizations. Recognized by AICTE, the programme places emphasis on stringent admission procedures for selecting the students who are then exposed to a rigorous training regimen which leads them along a journey of rediscovery. Focused academics, structured pedagogical approaches, competition and program rigor, constantly provide the opportunity to assess and reform one’s own abilities. Through these phases, emerge a competent group of leaders ready to take on the challenges that the...
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