Good Case Study About Strategic Human Resources Management

Strategic human resources management

Strategic human resource management is a way of managing human resource that aims at providing a policy framework that supports long-term business goals and its outcomes (Durai, 2010). This approach is mainly concerned with long-term issues affecting the employees of individual organizations and the macro concerns that is about the structure, culture, quality, values, commitment and the matching resources that are necessary for the future needs. This is a constantly evolving process as a result of the changing business needs and employee behaviors over time. Due to this, the Human Resource Management has a role in formulating policies that will safeguard the workers’ interest as well as fulfilling their organizational goals.
At the beginning of the Infosys Company, there were fewer efforts that were needed by its Human Resource management team to handle. For this reason, there as a smooth running of the company since there was a few number of employees. There were few plans to be made for its few number of employees. This made the management team to have an easier time in running the company thus emerging among the top best companies in the country after its running for over a decade.
After its growth and expansion, there was a large number of company employees. The increase in the company’s employees resulted to a need for proper strategic human resource management plans. After a period of ten years, there was an increased number of employees as from 250 employees in 1992 to over 15,000 employees in 2002. The increased number of employees was a problem to the human resource management teams as they had to come up with good plans to be used to protect the interests of the increased number of employees.

Major issues surrounding the organization

Some of the issues that affected the operation of Infosys included the harsh bureaucratic and regulated environment of the Indian government in the early 1980s. This was a major problem since the company could not import some of the required materials that could enable safe running of the company. Much time was wasted on acquiring the permission to import some materials such as computers for the company. This affected the growth and expansion of the Infosys Company.
In 1986, the company had only one client, and it faced the problem of the market for its products and services. This was because of the constraints that were set by the Indian government that restricted markets for the company (DeLong et al., 2006). There were further problems that resulted from the United States government restriction over some of the products and operations which affected the company.
Emotional Bonding was also an issue that affected the growth and development of the Infosys Company. The company recognized that the employee would only be as much committed to the company as the company was committed to its employees and it therefore attempted to demonstrate its own commitment in several ways (Durai, 2010). There was, therefore, the efforts made by the Human Resource Management of the company to ensure such issues are considered. This brought in more problems for the company.
Furthermore, values and value champions were also a major problem that affected the company. The founders of the Infosys Company had the strong values towards the firm, and they always practiced them whenever they interacted with each other (DeLong et al., 2006). It was, therefore, the need for these values to be passed to the firm’s employees and efforts to be made so that such values are followed by everyone in the Infosys Company. The execution of C-LIFE was a challenge to the company all across its organization and its operation. It forced the company to hire its employees based on their ability and potential to fit in the company and its cultures and values. This became a big challenge to the company.

Alternative course of action to be taken by the organization

One alternative, that could be taken by the organization on the problem of bureaucratic nature of the government, is to try and adjust its operation to be limited within the policies set by the government. This will ease the operation of the company as well as reduce the conflict between the company and the Indian government (DeLong et al., 2006). By doing so, the company will be able to manage its operation within the limitations set by the government.
With the values and value champion, the company can employ any the worker with skills and competence that can help the company grow. Then, the company could then install the values it needed to be passed on to the employees so as the company can grow (Durai, 2010). They should also look for a way in which they can as well accommodate some of its employees not necessarily following the culture of the company.

Recommendation for the action

It is recommended for the company to re-strategize their operations and look forward at expanding its operations rather than following the values and cultures that were introduced by its founders (Durai, 2010). There is a need of dynamism in the Human Resource Management of the company to enhance its policies on the long-term issues that might affect the operations of the employees.

Reference

DeLong, T. J., Tandon, J., & Rengaswamy, G. (2006, Oct.) Infosys: Strategic human resource management (Case Study). Retrieved from http://hbsp.harvard.edu
Durai, P. (2010). Human resource management. Chennai: Pearson.
Mello, J. (2002). Strategic human resource management. Australia: South-Western College Pub.