Infosys Case Analysis

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Abstract This paper will analyze traditional versus the strategic human resource management direction and how it has contributed to the goals, objectives, and success of Infosys. An analysis of this case will be primarily supported by the article Infosys (A): Strategic Human Resource Management by Thomas J. Delong. This article discusses the history and actions of the company since it was founded in 1981. This paper attempts to analyze and evaluate the strategic human resource management at Infosys in relation to its organizational success. It will show the impact and challenges of the decisions made intermittently between 1987 and 2003 by management. Introduction Successful strategic management involves meeting a company’s business goals as well as considering the needs of its employees. It requires the consideration and evaluation of decisions from the company as a whole, where traditional strategic management focuses more on individual employees and employee relations ensuring that employees are motivated. The strategic management process ensures that the whole company is moving towards the company’s long term goal and strategic objectives. It stresses the importance of having tactics in place to evaluate the market as to what products will be developed to meet the market demands. The company’s resources must be divided between research and development, marketing, and staffing to stay in strategic, and traditional alignment with the company’s mission and goals. In addition, policies need to be reassessed regularly to ensure the company is not only matching the strategy of its competitors, but to ensure that the company is focused on the new societal trends and economic changes. This paper will examine the history of Infosys, the challenging issues that they faced by focusing more on the analysis of strategic management rather than

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