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HR Practices and Organizational Strategies in select IT companies in India

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Introduction:
Sufficient attention has to be given to human resources management issues. Even if the results show general positive trends, it is necessary to be cautious and not to be excessively optimistic that once HR strategies are set and documented, the process of realization is quite simple and straightforward. It is a long way and an ongoing evolution in developing effective HR strategies and implementing them at all levels (central and local).

To be successful, the HR function must develop both an operational and a strategic HR capacity. It is important for HR to support organizational changes and to act as a strategic partner, yet it has to find equilibrium between being a “strategic partner” and the operational, day-to-day reality, which forms the core of the profession. HR is in constant balance between:
- Strategy and daily operations,
- Being proactive and less reactive,
- Implement tailored HR solutions for its specificities (there are multiple situations where “off the shelf” solutions are not applicable),
- Combining skills as a specialist (solutions expert) but also as a generalist in order to cover all HR aspects and dimensions.

“The HR function should not try to run before it can walk”. Sound HR policies and practices should be developed before attempts at more radical changes in employment practices are to be pursued.

The management of human capital in organisations has become to be seen a critical factor in maintaining and improving organizational performance (Bowen & Ostroff, 2004; Ostroff & Bowen, 2000). Research has shown that the people in organisations are an important variable when it comes to trying to stay ahead of the competition and that Human Resource Management (HRM) can play a decisive role in organizational performance (Arthur, 1994; Becker & Gerhart, 1996; Boselie & Dietz, 2003; Boselie, Dietz, & Boon, 2005; Boselie & Paauwe, 2000; Guest, Michie, Conway, & Sheehan, 2003; Wood, 1999; Youndt, Snell, James, & Lepak, 1996). Although a positive relationship is sometimes shown between HRM and organizational performance, little is yet known about its underlying mechanisms (Baron & Kreps, 1999; Bowen & Ostroff, 2004; Klein & Kozlowski, 2000). HRM is assumed to affect knowledge, skills, abilities (Schuler & Jackson, 1995), attitudes and behaviour of employees (Guest, 1997), and may therefore affect the performance of an organization (Den Hartog, Boselie, & Paauwe, 2004). The alignment of HRM with the organization strategy (strategic fit) and the alignment of the various HRM practices, such as career opportunities, training and appraisal, within the organisation (internal fit) (Baron & Kreps, 1999) are assumed to be important factors in explaining the link between HRM and organisational performance. When HRM within an organization is well aligned, the employees know what is expected of them, may therefore act similarly and have uniform expectations about work and behaviour (Baron & Kreps, 1999).

Number of Pages of Project Report: 53
Package Includes: Project Report
Project Format: Document (.doc)

Table of Contents of Project Report:
CHAPTER 1: INTRODUCTION
CHAPTER 2: THEORETICAL BACKGROUND
2.1 THE HUMAN RESOURCE MANAGEMENT PROCESS.
2.2 OBJECTIVE OF HRM
2.3 HRM FUNCTIONS
CHAPTER 3: INDUSTRY PROFILE
CHAPTER 4: COMPANY PROFILE
4.1 HCL ENTERPRISE
4.2 INFOSYS
4.3 MAHINDRA SATYAM
4.4 TCS
CHAPTER 5: NEED OF THE STUDY
CHAPTER 6: LITERATURE REVIEW
CHAPTER 7: OBJECTIVES AND SCOPE OF THE STUDY
CHAPTER 8: RESEARCH METHODOLOGY
8.1 RESEARCH DESIGN
8.2 DATA SOURCE
8.3 SAMPLING UNIT
8.4 SAMPLING SIZE
8.5 SAMPLING TYPE
8.6 TOOLS OF ANALYSIS:
8.7 RATIONALE OF THE STUDY
8.8 STATEMENT ABOUT THE PROBLEM
CHAPTER 9: DATA ANAYSIS
FINDINGS
RECOMMENDATIONS
CONCLUSIONS
LIMITATIONS
REFERENCES


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