Infosys is a software company based out of India.   It had a humble beginning in 1981, but by March 2003, revenues of Infosys had jumped to $754 million.   As Infosys grew, it added employees at an impressive rate, from 410 employees in March 1993 to over 15,300 employees in March 2003.   With the company’s rapid growth and its number of employees skyrocketing, the disparity of expectations across the employee hierarchy became very complex and employee discontent rose (Delong, 2006).   This paper attempts to analyze the human resource at Infosys in relation to its effectiveness on organizational success.
According to Mello (2010), strategic human resource differs radically from traditional human resource in a number of ways.   In a traditional approach to human resource, the main responsibility for people management programs rests with staff specialists in the corporate human resource division.   A strategic approach places the responsibility for management people with the individuals most in contact with them: their respective line managers.
Traditional human resource focuses its activities on employee relations, ensuring that employees are motivated and productive and that the organization is in compliance with all necessary employment laws.   A strategic approach shifts the focus to partnerships with internal and external constituent groups.   Critical partners in the process include employees, customers, stockholders/owners, regulatory agencies, and public interest groups.
Traditional human resource assumes a role of handling transactions as they arise.   Strategic human resource is much more transformational in assisting the organization in identifying and meeting the larger challenges it faces in its external environment by ensuring that the internal mechanism that facilitate change are in place.
History and Issues
Infosys was founded in 1981 by Narayana Murthy and six other colleagues.   The company was created “of the professional, by...