Infosys Case Study
Infosys Case Study: How Human Resource Management links people with the strategic needs of the business. | |
Robin Anderson
Kaplan University
GB520: Strategic Human Resource Management
Unit 2 Case Analysis
March 20, 2012 |
What is Strategic Human Resources Management and how does it link the people with the strategic needs of the business?
This paper attempts to analyze a case study regarding Infosys’ human resource (HR) operations at intermittent times between 1987 and 2003 when significant changes in the environment signaled management to pay attention and overcome adversities that ultimately arose from the economy and global changes being made.
Company Background:
Infosys is a software company based out of India. The published information identifies the company’s intermittent strategic HR decisions during its operations between 1987 and 2003. Infosys’ Financial Successful yearly growth from 1993 to 2003 is represented easily by the following fact: Compound annual growth rate of 65%. (DeLong, Tandon & Rengaswamy, 2006)
Strategic Human Resource Management:
Mello (2011) details four different roles that strategic human resource management are in contrast with traditional human resource management. Mello writes “Ideally, Human Resources should deliver results that enrich the organization’s value to its customers, its investors, and its employees.” Let’s take a look at these four different roles and analyze the Infosys case study. * HR becoming a partner with senior and line managers in strategy execution * The primary strategy was to not quit and sell the company in 1989 when things got tough. When the U.S. government placed new restrictions on the number of B1 visas issued yearly; it affected Infosys’s ability to send employees to remote customers in the U.S. (DeLong, Tandon & Rengaswamy, 2006). The company’s primary co-founder/owner, Narayana Murthy, convinced the other owners to stay on and continue, feeling that he
Robin Anderson
Kaplan University
GB520: Strategic Human Resource Management
Unit 2 Case Analysis
March 20, 2012 |
What is Strategic Human Resources Management and how does it link the people with the strategic needs of the business?
This paper attempts to analyze a case study regarding Infosys’ human resource (HR) operations at intermittent times between 1987 and 2003 when significant changes in the environment signaled management to pay attention and overcome adversities that ultimately arose from the economy and global changes being made.
Company Background:
Infosys is a software company based out of India. The published information identifies the company’s intermittent strategic HR decisions during its operations between 1987 and 2003. Infosys’ Financial Successful yearly growth from 1993 to 2003 is represented easily by the following fact: Compound annual growth rate of 65%. (DeLong, Tandon & Rengaswamy, 2006)
Strategic Human Resource Management:
Mello (2011) details four different roles that strategic human resource management are in contrast with traditional human resource management. Mello writes “Ideally, Human Resources should deliver results that enrich the organization’s value to its customers, its investors, and its employees.” Let’s take a look at these four different roles and analyze the Infosys case study. * HR becoming a partner with senior and line managers in strategy execution * The primary strategy was to not quit and sell the company in 1989 when things got tough. When the U.S. government placed new restrictions on the number of B1 visas issued yearly; it affected Infosys’s ability to send employees to remote customers in the U.S. (DeLong, Tandon & Rengaswamy, 2006). The company’s primary co-founder/owner, Narayana Murthy, convinced the other owners to stay on and continue, feeling that he
References: DeLong, T. J., Tandon, J., & Rengaswamy, G. (2006). Infosys (a): Strategic human resource management. Harvard Business School. Mello, J. A. (2011). Strategic human resource management. (3 ed.). Mason, OH: South-Western Cengage Learning.