Introduction
Human Resource Management may be defined as a resolution for strategically organized efforts to manage people in an organization. Managing people includes a set of activities such as employing, educating and developing skills, as well as maintaining and compensating employees for various services offered by employees (Belcourt & McBey, 2010). The strategic method of human resource management is renowned of provision of massive support but for Infosys the case is different where strategic human resource management consists of a collection of mirrors and smoke which barred exposure of the dissatisfaction of employees. This strategic management plan consisted of support for the organization through its willingness to ally its tasks with business objectives, creation of a great working environment, as well as recognition of the human skill as a major asset (Siddique, 2004).
The most critical importance of strategic human resource management (SHRM) is its attention on human capital as a major element for organizational success. SHRM is different from traditional human resource management in that SHRM concentrates on the entire organization rather than the person in two main business aspects (Siddique, 2004). Therefore, the first difference is that SHRM insists on organizational performance and not individual performance.
The second difference is that, SHRM is mainly concerned of full systems when dealing with organizational issues instead of linear or individual methods conducted in seclusion. With exclusive emphasis on systems, SHRM should be properly aligned to the objectives of an organization for superior performance through creation of a competitive advantage. For SHRM to align accordingly with the objectives of an organization human resource management should manage personnel in a manner to attain goals of a company by developing human resource functions to match the objectives of an organization (Belcourt & McBey, 2010).
Analysis
Proper understanding of the Infosys’s Human Resource management strategy would be a critical avenue to assist in understanding what is SHRM and its connection with the strategic requirements of a business. Infosys had to change their business operations in order to save the business. The exclusive changes that the company witnessed called for changes in their employees’ infrastructure. The company did not intend to completely segregate employees from the changes but they had to include them by advancing changes to the places of work and how they worked. With the company making exclusive efforts to advance brand equity, it also made extensive efforts to plead with the employees as well as make the place of work an exclusively great place. Among the policies that were employed are open-door policy and a commitment to emotional union with employees. However, employees were not yet contented with the increasing number of employees in the organization. They feared that this element would haunt their employment opportunities (Delong, Tandon and Rengaswamy, 2005). The organization remained ignorant of the role of employees as it denied them opportunities to develop as well as express ingenious solutions since the organization depended on exclusive systems to solve problems. Therefore, employees lost the extensive connection to the business.
Infosys made massive efforts to deal with the discontent through implementation of voluntary options to aid in making the environment of work full of fun. The organization also made an effort to return abrasion through educating candidates on significance of understanding and appreciating the Infosys culture. The management was not in a position to understand the main cause of dissatisfaction and the company did not have a concrete strategy of dealing with the frustrations that employees were undergoing (Delong, Tandon and Rengaswamy, 2005). There was poor delegation of tasks and issues among employees advanced as the size of the company increased.
It was extremely hard for the management to keep up with the employee dissatisfaction. Therefore, the organization depended on business strategies to manage future growth instead of relying on employees. The introduction of new promotion policies and variable pay left a great deal of employees with difficult ability for employees to match previous roles in the organization. The management could not communicate main reasons for the new policies and the level of influence they could extend to current employees (Delong, Tandon and Rengaswamy, 2005).
Infosys put in place various strategies to aid in the growth of the company. Although, the company experienced exclusive financial growth, it is difficult to determine the ability of the management to handle the growth. The company had not put in extensive focus on preparation for managers on how to handle the situation as well as hire more employees. The organization should have shown concern for increased staff. Management remained ignorant of the voice of the employees in respect for the management processed that had been put in place. Therefore, employees felt unappreciated in the organization. Employees have witnessed a lot of employees being employed in the company and fired after a short time of work in the company (Delong, Tandon and Rengaswamy, 2005). Therefore, Infosys management should have inclined to traditional human resource management rather than the strategic human resource management as indicated in the above analysis.
Conclusion
As Infosys aimed at achieving its objectives, it lost emphasis on employees. This occurred through loss of sight for a small company environment with flexible processes and policies that were aimed at meeting with the needs for the employees. Shuttering of communication systems by a large organization led to mistrust of policies like variable mechanism of payment as well as promotion policy. This mistrust resulted from inadequacy of knowledge on how these programs would operate and their significance. There were consistent search for human resource management re-evaluation by employees with the aim of reintroducing the traditional management style that had sustained proper working environment for the employees.
References
Belcourt, M., & McBey, K. J. (2010).Strategic human resources planning (4th ed.). Toronto: Nelson Education.
Delong, T.J., Tandon, J. and Rengaswamy, G. (2005). Infosys (A): Strategic Human Resource
Management. Harvard Business Publishing.
Siddique, C. (2004). Job Analysis: A Strategic Human Resource Management Practice. The International Journal of Human Resource Management, 15(1), 219-244.
