Introduction Of Tata Group Commerce Essay

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The Tata group companies over 100 working companies operate in seven business sector: engineering, communications services, information technology, materials, energy, chemicals and consumer products. The Tata group has operations in more than 80 countries across 6 continents, and the companies export goods and services to 85 countries. The total revenue of the companies was approximately $100.09 billion (about Rs 475, 721 crore) in 2011-12, 58 percent of this coming from business outside India. Tata companies employ over 450,000 people worldwide.

The Tata name has been valued in India for 140 years for its obedience to business ethics and strong values. Every Tata company or enterprise operates independently. All of these companies have its own shareholders and board of directors, to whom it is answerable. These are 28 publicly listed Tata enterprises and they have a joint market capitalization. The major Tata companies are Tata Motors, Tata Consultancy Services (TSC), Tata Chemicals, Tata tea, Tata steel, Tata power, Indian Hotel and Tata communication.

Tata Motors is one of the top 5 commercial vehicle manufacturers and Tata Steel is among the top 10 steelmakers, in the world. Tata Global Beverages is the 2nd largest player in tea in the globe. TCS is one of the leading global software company, with delivery centers in the UK, US, Hungary, Uruguay Brazil and China, besides India. Tata Communications is one of the largest wholesale voice carriers and Tata Chemicals is the 2nd -largest manufacturer of soda ash in the globe.

TATA TELESERVICES LTD

VISION - "To be the most admired Telecom service provider"

MISSION- "To become the most admired company delivering sustainable value"

Tata Teleservice Limited (TTSL) is an Indian telecommunications and broadband service provider based in Mumbai and Maharashtra, India. Tata is a subsidiary of the Tata Group, an Indian company. It operates under the brand name Tata DoCoMo. Tata Teleservices Limited is the initiator of the CDMA 1x technology platform in India. It has embarked on a growth path since the attainment of Hughes Tele.com Ltd [renamed to Tata Teleservices (Maharashtra) Limited] by the Tata Group in 2002. It launched mobile operations under the brand Tata Indicom in January 2005 and now enjoys a pan-India presence through current operations in all of India's22 telecom Circles. The company is also the market dominator in the fixed wireless telephony market with its brand name Walky. The company has newly introduced the Photon brand to provide a differentiated and variety of features for wireless mobile broadband access. Through its joint venture with NTT DOCOMO of Japan, Tata Teleservices Limited now also has a role in the GSM space and offers a variety and differentiated goods and services under the brand name TATADOCOMO. In November 2008 TATA DOCOMO arises out of the Tata Group's strategic association with Japanese telecom major NTTDOCOMO. TATA DOCOMO had received a pan-Indian license to operate GSM telecom services and has also been allotted spectrum in 18 telecom circles. In a quick span of under 6 months the company has rolled out GSM services in 14 of India's 22 telecom circles.

In December 2008, Tata Teleservices Limited had announced unique reverse equity swap strategic agreement between Wireless TT Info-Services Limited, Quippo Telecom Infrastructure Limited and telecom tower subsidiary-with the joint entity kicking off operation with 18,000 towers in early 2009, thereby becoming the highest tenancy ratios in the industry and largest independent entity in this space. 

Tata Teleservices providing mobile services under the following brand names:

Tata DoCoMo (CDMA & GSM mobile operator, wireless broadband)

Virgin Mobile (CDMA & GSM mobile operator)

T24 Mobile  (GSM mobile operator)

1.3 BOARD OF DIRECTORS

1.4 SCOPE OF HRM IN THE ORGANIZATION

Scope of HRM without a doubt is vast. All activities of employee, form time of his entry into an organizational until he leaves, come under the horizon of HRM.

Research in the behavioral science, advances in the field of training, new trends in managing knowledge workers have expanded the scope of Human Resource function in recent years.

PERSONNEL ASPECT :

This is concerned with the manpower planning, recruitment, placement, selection, promotion, transfer, training and development, remuneration, incentives, lay off and retrenchment productivity etc…

WELFARE ASPECT :

It deals with working condition and amenities such as crèches, canteen, rest and lunch rooms, transport, housing, education, medical assistance, health, recreation facilities and safety etc…

INDUSTRAIL RELATION ASPECT

This covers union management relations, grievance, joint consultations, collective bargaining, and disciplinary procedures settlement of disputes etc…

1.5 OBJETIVES OF HRM IN THE ORGANIZATION

Figure 1.1

1.6 IMPORTANCE OF HRM IN THE ORGANIZATION

Figure 1.2

RECRUITMENT AND SELECTION PROCESS AT TATA TELESERVICES

RECRUITMENT

Recruitment---10-Key-Steps-To-Getting-The-Right-Person-First-Time.jpg

There is always a need of replacement of employees and also need for recruiting new employees in the organization. The importance of recruitment in every organization is increasing day by day. It is clear that effective recruitment will remain a central HR objective for the foreseeable future. If there is any defect in recruitment process then it will affect the entire organizational performance. It is the starting point of the selection of required persons. Recruitment is the process of searching for appropriate employees and encouraging them to apply for the jobs in an organization. It includes identification of different sources of personnel and of publishing information about job vacancies in the organization.

RECRUITMENT PROCESS

Development Strategy

Evaluating the effectiveness of recruitment process

Screening

Searching

Recruitment Plan

Figure 1.3

1.7.2 RECRUITMENT STRATEGY 

Recruitment strategy of TTSL includes the following:

C - Customer Focus

R - Result Orientation

I -  Initiative and Speed

S - Self Confidence

P - Passion for achievement

SOURCES OF RECRUITMENT

 The following sources will be used for identifying the potential Human Resources for Tata Teleservice Limited:

Sources of Recruitment

INTERNAL SOURCES EXTERNAL SOURCES

Internal Job Posting 1) Recruitment Through Consultants

CV Data Bank 2) Advertisements

Employee Referral Scheme "Bring buddy" 3) Job Portals

Off-Role Employees 4) TTSL Websites

Referral from Tata ecosystem 5) Campus Recruitment

6) Voluntary Applications

7) Voluntary Referral from Professional Agencies

Figure 1.4

SELECTION

recruitment.jpg

Selection begins when recruitment ends. Selection is the process of identifying most suitable and promising candidates from the list of obligations received through the process of recruitment. It involves a careful screening and scrutiny of candidates who have applied for the job. Selection process divides the application received into two categories:

Those who will be offered employment

Those who will not be offered employment

It is described as negative process against positive process of recruitment

STEPS IN SELECTION PROCESS

Figure 1.5

TRAINING AND DEVELOPMENT

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Training is an important human resource development activity which energize human resource programme in an organization. Development is the process which helps employee to improve their functional capabilities for present and future roles. Every worker should be trained to operate machines, reduces scraps avoid accidents. Training is not only to workers but to supervisors, managers and executives to enable them to grow and efficient in thinking and action. So training and development is become an ongoing process in the organization. Performance appraisal is an important activity to decide the training needs for an organization and to support training activity.

1.8.1 TRAINEE PROGRAMS

 TTSL has got four important training schemes for the expertise of its manpower, they are as follows:

Management Trainee Scheme

The aim of management trainee method is to recruit competent and bright young professionals to assume management roles after proper training and experience. They are recruited from reputed management institutes

Executive Trainee Scheme

Under this method Management professional from tier - II management institutes are trained to assume lot of implementation role in the company.

Graduate Engineer Trainee Scheme

In this method young and bright professional of BE/ B.Tech from premier Engineering Colleges is trained to assume roles in technology, network, IT, operations etc…

Diploma Engineer Trainee Scheme

Under this method Bright and young Diploma holders are trained to assume roles in technology, network and operation support, etc.

RESEARCH DESIGN

2.1 STATEMENT OF THE PROBELEM

Conduct an analysis and a study in detail the functioning of key human resource activities of TATA TELESERVEICES LTD and also identify the major HR issues facing the organization and recommend possible solutions for it.

2.2 OBJECTIVE OF THE STUDY

To highlight the profile of the TATA TELESERVICES LTD

To analyze the functioning of key human resource activities

To identify the major HR issues facing the organization

To recommend possible solutions for the HR problems

To analyze systems and structures that support effective Human Resource Management

To develop a Human resource plan and design a recruitment and selection system

To evaluate systems and tools used in Human Resource Management

INTRODUCTION TO THE CONCEPT

Human-Resource-Management-Software.jpg

Human Resource Management is concerned with the human beings in organizations. Human Resource management is a process of bringing people and organization together so that goals of each other are met. Human Resource is of paramount impotents of the success of any organizations. It involves the management of employee's skills, knowledge, abilities, aptitude, talents, and creativity. Human Resource is that process of management which develops and manages the human elements of enterprise.

Human Resources are considered as the most important resource in any organization as it can function only through people. The success of any organization depends on the ability of its human resources. Among all the resources, they are the only source, which does not depreciate with the passage of time. The main aim of this department is to manage the human resource in an efficient and effective manner.

Human Resource Management is a management function comprising procurement of suitable human resource, training and developing their competencies, motivating, rewarding and creating an urge to be a part of the management team.

An important element of Human Resource management is "Human Approach", while managing people. This approach helps a manager to view his people as important resources. It is an approach in which manpower resources are developed not only to help the organizations in achieving its goal but also to the self satisfaction of the concerned persons.

Every organization uses various resources for achieving its objectives. These resources may be classified into two

Financial and physical resources like money, material and machinery

Human Resource

Since all the resources are limited they should have to be effectively utilized to achieve organization objectives. Resources themselves cannot fulfill the objectives of an organization they have to be combined and united by the person who form the organization. Therefore people are the most significant resources of any organization. From organization point of view human resource represents the people at work. Human resources may be considered as Human capital consisting of three type of capital.

Figure 3.1

Modern Analysis emphasizes Human Being are not commodities or Resources but are creative and social beings in a productive enterprises.

3.1 KEY HRM ACTIVITIES

The key HR activities of the organization are given below:

HUMAN RESOURCE MANAGEMENT

Manpower Planning

Manpower planning or human resource planning is an important ingredient for the success of the organization in the long run because it covers all the important areas related to human resource in the organization. Without having a good planning about human resource no business can sustain in the long run. HRP involves planning of human resource requirements, recruitment, selection, training, preparing personnel policies, programmes and procedures, preparing human resource budget and decide personnel goals.

Recruitment and Retention

Employees should be a crucial part of the efficient and effective functioning of the business. It is one of the important HR functions that recruit required number of people and also retain them in the long run. Therefore, through recruitment the organizations are encouraging application people with skills and qualifications necessary to meet the organization needs.. HRM function identifies the sources where from the required human resources are available and to attract them towards the organization. After recruitment and selecting suitable candidates then the HR manager develops proper actions to retain them in the long run. The best way to retain employees is to provide them with better deal.

Human Resource Development

Human Resource Development (HRD) is the framework for helping employees to develop their individual and organizational skills, abilities and knowledge. Human Resource Development includes such opportunities as employee career development, employee training, compensation , tuition assistance, performance management and development,  mentoring, coaching,  succession planning, key employee identification, and organization development. The aim of all aspects of Human Resource Development is developing the most superior workforce so that the individual employee's and organization can achieve their work goals.

Career and Succession Planning

The career and succession planning component help to create implement and evaluate succession planning scenario. In career planning you can identify possible career goals and set up career plans for employees. It consists of activities and actions that help to achieve individual career goals. And in succession planning it help to find people to fill unoccupied positions. Career and Succession Planning has two main goals. One is to ensure that staffing requirements are met and other is to advance employees professional development within a company.

3.2 MANPOWER PLANNING OR HUMAN RESOURCE PLANNING

"Right People, Right Place, Right Time"

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There are lots of HR activities are functioning in the organization but in my point of view HRP or Manpower Planning is the fundamental or one of the core activities in the organization. It is an important ingredient for the success of the organization in the long run because it covers all the important areas related to human resource in the organization. Without having a good planning about human resource no business can sustain in the long run. So through HRP organizations are ensuring right kind of people, at the right place and at the right time are achieved.

Planning for Human Resource has experienced a chequered history. In the 1960s and 1970s it was heralded as a critical means for business success, as planning to get the right people in the right time was seen to be essential to achieving rapid growth. In the 1980s and 1990s planning was described as a suitable tool for managing downsizing and redundancies. On the other hand it has been argued that planning is no longer meaningful in an era of discontinuous and rapid change where it has been recognized that strategies emerge rather than being precisely planned in advance. However, good planning still has a crucial role in supporting strategic HRM.

Human Resource Planning is a process whereby an organization ensures that right people, at right place, at right time are available. It includes developing, forecasting, , implementing and controlling by which a firm ensures right number of people, right kind of people, right place and at right time doing things for which they are economically suitable.

HRP PROCESS AT TATA TELESERVICE LIMITTED

Measuring Performance

Analyzing Organizational Plans

Developing Employment Plans

Manpower

Forecasting

Analyzing Organizational Plans

Figure 3.2

Analyzing Organizational Plans

Before undertaking human resource planning of the organization the long term and short term objectives should have to analyze. Analyzing of organizational plans helps in forecasting the demand for human resource as it provides the quantity of future work activity. Any change in business objectives will affect human resource planning process.

Manpower Forecasting

In making forecast of human resource requirements, all the those factors which has impact on the relationship between volume of operation and number of employees must be taken into consideration. Following techniques can be used for manpower forecasting.

Managerial judgment method

Ratio trend analysis

Work study method

Mathematical method

Developing Employment Plans

After determining the no. of personnel for each job in the organization the human resource department has to determine the nature of job, that is job description and job specification.

Developing Human Resource Plan

Net human resource requirement in terms of number and component are determining in relation to the overall human resource requirement.

Measuring Performance

In human resource planning they are developing proper measurement tools to evaluate and to correct the performance of employees.

A MODEL OF MANPOWER PLANNING AT TATA TELESERVICES LIMITTED

Environment

Assess External Manpower Supply

Analysis of Internal Manpower Supply

Project Manpower Supply

Project Manpower Demand

Reconcile

Organizational Objectives and Strategies

Manpower Plans

Figure 3.3

NEED AND IMPORTANCE OF HUMAN RESOURCE PLANNING

Figure 3.4

3.3 ROLE OF HRM AND OBJECIVES

Administration Objectives

Change-management objectives

Performance Objectives

Human resource generalists

Staffing objectives

Consultants and advisors

Subcontractors

Human resource specialists

HUMAN RESOURCE MANAGEMENT

Line managers

Figure 3.5

Rewards3.4 THE HUMAN RESOURCE CYCLE

Performance

Appraisal

Selection

Training

Figure 3.6

3.5 THE FRAME WORK FOR HUMAN RESOURCE MANAGEMENT

Stakeholder interests

Shareholders

Management

Employee groups

Government

Community

Unions

Long-term Consequences

Individual well-being

Organizational effectiveness

Societal well-being

HR Outcomes

Commitment

Competence

Congruence

Cost effectiveness

HRM Policy Choices

Employee influence

Human resource flow

Reward systems

Work systems

Situational Factors

Workforce Characteristics

Business strategies and conditions

Management Philosophy

Labour market unions

Task technology

Laws and societal values

Figure 3.7

3.6 STRATEGIC MANAGEMENT AND ENVIRONMENTAL PRESSURES

Cultural

Forces

Political

Forces

Economic Forces

Mission and Strategy

Organization Structure

Human Resource Management

FIRM

Figure 3.8

3.7 HRM ACTIVITIES IN RELATION TO HRM OUTCOMES AND PERFORMANCE

Reversed Causality

+ve

HRM Activities

Recruitment/selection

HR planning

Rewards

Participation/Consultation

Decentralization

Training

Opportunity for internal promotion

More autonomy

Formal Procedures

Coaching

Internally consistent HR bundles

Performance

Profit

Market value

Market share

Increase in sales

Productivity

Product/service quality

Customer Satisfaction

Development of product/ services

Future investments

HRM Outcomes

Employee Satisfaction

Employee Motivation

Employee Retention

Employee Presence

Social climate between workers and management

Employee involvement

Trust

Loyalty/Commitment

+ve +ve

Contingency and Controllable variables

Organizational Level: Age, Size, Technology, Capital intensity, degree of unionization, industry/sector, etc.

Individual Employee Level: Age, Gender, Education, Level, job experience, Nationality, etc.

Figure 3.9

THE PEOPLE AND PERFORMANCE MODEL

Job Security

Career Opportunity

Performance Appraisal

Training and Development

Team Working

Involvement

Work-life Balance

Job Challenge

Recruitment/ Selection

Pay Satisfaction

Performance Outcomes +

Discretionary Behaviour

Organization Commitment

Motivation

Job Satisfaction

Front Line Management

Implementing

Enacting

Leading

Controlling

ABILITY AND SKILL

MOTIVATION AND INCENTIVES

OPPORTUNITY TO PARTICIPATE

Communication

Figure 3.10

3.9 HR ISSUES FACING THE ORGANIZATION

Managing Change:

As the Organization is going global this is one of the problems faced by the organization of managing the change in the organization and how to make people acquainted with the changes.

Work Culture:

Employees in the organizations are from different culture and also from different background. Every employee is working for the same objectives. In order to achieve the objective of the organization the HR should have to develop a work culture in the organization.

Balance Work and Personal life:

It is one of the main problems in the organization that there is a mismatch between work and personal life. The stress situation in both work and personal life makes problems to the employee performance.

Stress and Conflict

Target pressures, high competition, long working hours etc adds stress and conflict in the organization. It is the duty of HR manager to take proper actions to the stress and conflict before it makes problems to the work and personal life.

High Employee Turnover

It is one the main problem facing the organization. Employees are leaving the organization and they are being absent during work time. The main reason behind this is poor working condition, feeling of insecurity, poor reward system and performance appraisal system.

RECOMMENDATIONS FOR THE HR PROBLEMS

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HR problems in the organization cannot be able to solve in full extend but it is possible to take some remedial actions to solve HR problems in some extend. Employees play a vital role in the organization. The success and failure of an organization greatly depends on the employee performance. So every organization should have to maintain a certain level of efficient employees in the organization. The best way to retain staff is to provide them with better deal. Here are some of the best HR practices that help in the making of a highly motivated and satisfied work force.

Work Environment

A happy and safe workplace makes the employees feel superior about being there. Each one is given importance and provided the security that gives them the incentive and motivation to continue. This is usually achieved through internal surveys to find out whether they are satisfied and if not what they think essential to be changed.

Open Management

Employees don't like to work under the dark situation. They feel motivated only when the management opens up to them and share company policies, sales, contracts, goals and objectives. This encourages participative management. Being open about everything related to the company will help in attaining trust and motivating the employees.

Performance Incentives

Every superior performance should have to appreciate in the form of bonuses or giving some other compensation for a job well done. If the organizations struggle to give performance incentives to employees then it will affect the performance of employees. These incentives can be implemented at the team level as well as individual. But it should have to keep in mind that these bonuses or other benefit should not be given without a valid reason; otherwise it is a commitment for annual bonuses or some such things.

Performance Feedback

This is one the important method that is being used by many organizations. Feedback is taking not only from the superior, but also from subordinates. Appreciation was only sought from the immediate superior, but now organizations understand the significance of collecting performance feedback. The opinion of everyone matter, especially for someone who is in a leadership role at any level. Everyone in the team is responsible for giving useful feedback. This type of system helps in identifying people who can work well as leaders at top levels in the organization.

Employee Evaluation

Every organization has an employee evaluation system but a quality system connects individual performance to the goals and priorities of the organization. This works well when achievements are tracked over a year. For a fair evaluation of each employee, the evaluation, apart from the superior, should be done by another person at a top level, for whom the employee's contribution is important. Ratings can also be obtained by other employees.

Sharing of Knowledge

Knowledge sharing is an important strategy that helps to attain the betterment of the employees and their work. It should have to keep all the important and knowledgeable information in central databases that can be accessed by everyone. For example, if an employee learns something from his training he can store that in these databases for others to gain from it. Even innovative ideas that the management feels fit for employees, can be stored here for everyone to see.

Publicize Good Performances

Almost in every company there should be someone who performs better than others. So, such performance should have to be highlighted and displayed in a place where others can also see; such as on the display board, internet etc…This will motivate others and they will give their best. A proper system should have to be developed for this.

Discussions

Successful organizations are giving more consideration to ideas and they now understand that every employee is working for it and the business can provide the best ideas. The management should have to organize a discussion with employees to get the best ideas. They can also use suggestion box to capture these ideas. Through this, the management can find talented employees and develop them.

CONCLUSION

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