Tata Group

Tata GroupTata GroupIntroductionTata Motors, the trope one automobile lodge in India, holds a position of prestige a want in the internationa propensityic securities industry. A while from India the connection has its operations is many international markets such as South Korea, Thailand and Spain. It was accomplished in India, in the year 1945 and with the passage of time the company grew larger and larger to make a part of the global arena (Tata Motors, n.d.). Among some other factors, a well balanced human resource management is one that helped the company to attain such heights. Tata Motors is a subsidiary of Tata Groups. The parent concern is a well diversify individualal credit line group which has existence in engineering sector, energy sector, chemical industry and hospitality as well as financial service sector. Tata group is a century old business established in 1874 by Jamsedhji Nusserwanji Tata (Goldstein, 2008, p.6). Tata Group is a conglomerate like many ot hers in developing nations. The diagram provided below allow for better illustrate the structure on which the company operates.At present the death chair of Tata Group is Ratan Tata, who is the grandson of the founder of the Tata Group. The changing business strategy has compelled the company to shift its management guidance from traditional to more contemporary style. This change is adopted to make the company more competitive in the long run. This report gives a evenhandedly idea regarding various factors related to the human resource management. These factors imply human resource planning, job valuation, motivation, rewards, criteria for redundancy etc. The report holds relevant theories and their possible application in the context of Tata corp. line of work 1Since its inception, the company was able to develop a strong bondage with its employees and the HR plane section considered the employees as a strategic partner of the company. Though the nature of business chang ed from a family own business to a conglomerate managed originally by the merged, but the traditional HR approach is lull prevalent in the company. According to the higher management, the company is planning to introduce major changes in its HR practices (Tata-a, 2010). As per the company information, the HR subdivision is taking due care to make the policies more aboveboard by making it more flexible to suit the changing needs of the employees (Tata-b, 2004).In Tata Ltd, the HR plane section needs to handle all the necessary activities associated with developing an effective human resource force. Hence the list of the activities range from recruitment selection, remuneration related activities, human resource planning, performance appraisal, human force development, unrighteousness handling and many other such vital activities. Different persons involved in the HR discussion section have different role to do, as for example the responsibilities of line conductors in HR pr actices is to motivate the employees to succeed their target and to draw up their utmost effort to attain excellence in their performance.For many years the company was practicing traditional management style but to attain competency in international market Tata Ltd distinct to change its human resource planning. The company plans to expand its business because the economical conditions are ideal for expanding business practices hence the company needs to hire more human resource. For making the remuneration insurance workmanlike to the industry standards, HR plane section of Tata Ltd needs to collect information regarding the benchmark level in local anesthetic market and whence to set the wear appropriate to the present market condition.According to Michael Armstrong and Angela Baron, job evaluation is a systematic transition for defining the relative worth of jobs within an organisation (Armstrong, Baron, 1995). In aboveboard words it can be said that job evaluation is t he process of describing and analysing the positions and making comparisons among duties of different employees in terms of individual responsibilities (Goel, 2008). The main objective of job evaluation is to determine employees wages based on their relative jobs or work in the organisation. It clarifies the responsibilities, authority and functions of employees. It is crucial to remember that it is the process of evaluation of job, non of the person who is doing the job. There are two factors that need to be considered during the process of job evaluation. These are intimate equity and impertinent equity of the job. Internal equity is referred to the value of job compared to other jobs in the organisation, whereas external equity of the job is referred to the jobs value in the external market (Bogardus, 2004).To determine more accurate pay structure for the employees, the HR department go forth have to conduct an in-depth job analysis. First and foremost the manager will analys e the respective job responsibility which the employee needs to fulfil, then they will have to light upon out the cleverness and knowledge required for fulfilling the job responsibilities (Gerhart Rynes, 2003, p.84). It is a known fact that if the HR department hires highly skilled employees, the cost of pay will also be high. Hence the HR department prefers to hire semi-skilled employees and then provide training so that the employees are able to gather the required skill and knowledge for fulfilling the respective job responsibilities. The company believes in rewarding the employees for motivating them. Since the time the founder of the company realised the importance of its human resource, he provided a fair chance to its employees to be strategic partners. In 2000 the company announced Performance Ethic Program (PEP) for rewarding the high performing employees (Tata-c, 2003).Rewards and motivation are interrelated. This relation can be better explained by describing motivatio nal theories like Maslows Hierarchy of Needs. According to Maslow in that location is a hierarchy of five different needs. These are physiological, recourse, social, esteem and self-actualisation needs. Various physiological needs include hunger, thirst, sex, shelter etc. Safety needs are referred to the needs for protection from various emotional and corporal harms. Social needs include needs for affection, acceptance, belongingness and friendship. The fourth need which is the esteem need is referred to the need for autonomy, self-respect, achievement, recognition, location etc. Finally the need for self-actualisation is referred to the drive of becoming what an individual is able to become. Each and every person has any one of these needs. A person, who has fulfilled all his physiological needs, would now look for meeting the condom related needs. Generally in an organisation like Tata Corp. employees are expected to meet their physiological and safety needs easily. As a resu lt they would try to meet either safety needs or esteem needs or self-actualisation needs. If rewards that are effrontery from the organisation help employees in fulfilling their needs then they will be definitely motivated. A middle level manager who has already fulfilled his jump three needs will indisputablely look for meeting the other two kinds of needs. He will look for more recognition and status. He will try to achieve all the objectives in his professional life. If the organisation can help him in this process then that help will be considered as a reward. The company can give him more opportunities, responsibilities and more right to make decisions. On the other hand a make pass level manager is expected to fulfil the needs for self-actualisation. He will be keen to become what he is capable of. The best way to motivate him is to provide him all the opportunities from organisations side and help him in achieving his personal goals and objectives.The management not only provides monitory but also provides many non-monitory rewards to the employees to enhance their performance and motivation level. Thus it can be said that the HR department of Tata Ltd follows Maslow need theory to motivate the employees. The company thereby follows a Balance Scorecard to appraise employees performance. Task 2As compared to the other car manufacturing companies, the recruitment policy of Tata Ltd is quite different. For example GM, one of the market leader in car manufacture industry follows a more contemporary recruitment polices whereas in Tata Motor the influence of family owned business culture is distinctly visible. During the recruitment process preference is given to the internal source of recruitment. In GM the recruitment and selection follows a well mapped process of interrogate and it is more structured but in Tata motor the employees have to go through a filament of event and the interview is often quite lengthy. This is because the management follows both structured as well as unstructured mode of interview.In GM the employees have a well structured exist policy which reduces time lag. As the turnover rate is moderate, the management prefers to finish all the formalities as fast-flying as possible. On the other hand in Tata Corp the employees generally maintain a long relation hence the HR department maintains a rudimentary and traditional exit policy. Taking into number the comparison between the HR policies of Tata Motors and GM, it can be concluded that Tata Motor needs to introduce certain changes in their selection process. The company should attract more potential employees who are eager to learn and become a valuable asset for the company. Hence the company needs to restructures its selection process and if required the recruitment activity can be outsources to save valuable time of the HR department.There should be fair criteria for selection regarding redundancy. Criteria for both mandatory and voluntary redundancy need to be capable of justification and must have proper objectives which should be aligned to the overall organisational objectives. There should not be any biasness in the selection criteria in the form of gender, pregnancy, marital status, family status and disability. Redundancy criteria can be influenced by the factors like performance appraisals, efficiency at the work, tenure of the employment and attendance record (CCH Asia Pte hold, 2009). ConclusionWhen compared to the industry standards, the HR policies of Tata Motor are not up to the mark. Nevertheless they are efficient enough to encourage the employees to put their level best and work hand in hand to achieve corporate goals. The company however, is not complacent with it and are making efforts to restructure the organisation and change their recruitment and selection policies to achieve corporate excellence. It needs to give more importance on factors such as job evaluation process and criteria for redundancy.Referen ceArmstrong, M. Baron, A. 1995, The job evaluation handbook, CIPD PublishingBogardus, A. M. 2004, Human resources jumpstart, John Wiley and SonsCCH Asia Pte Limited, 2009, Termination and Redundancy Practices in Asia, CCH Asia Pte LimitedGerhart, B. A. Rynes, S. 2003. Compensation theory, evidence, and strategic implications. SAGE.Goel, 2008, Performance Appraisal And Compensation Management A Modern Approach, PHI Learning Pvt. Ltd.Goldstein, A. January 2008. The internationalisation of Indian Companies The Case of Tata. Organization for Economic Co-operation and Development (OECD). 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