Essays on Human Resources of Maruti Suzuki India Limited Case Study

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The paper 'Human Resources of Maruti Suzuki India Limited" is a good example of a case study on human resources. Management is yet the most important factor in the development and growth of any company. The global market is fraught with thorough competition and economic windfalls. Proper and effective management can, therefore, ensure that there are efficient and appropriate approaches towards tackling the stated problems. Well managed organizations tend to survive the shortfalls that arise out of the tough economic complications. The human resources department is tasked with formulating the appropriate strategies to counter the challenges that arise from the business operation.

The Maruti Suzuki India Limited gives a deeper insight as to how some of the challenges that arise from the business operations can be encountered. Management Problem statement The human resource is tasked with adding value to the needs of accompany. The HR professionals contribute to key roles in staffing, succession plans, and management of other important activities. The Maruti Suzuki Company for a long time overlooked the challenge of developing a new market which turned to haunt its operation by the year 2000.

For a very long time, its human resource with the assistance of sales management emphasized the belief that its products did not have completion in India. The company had a great competitive advantage over its rivals in as far as the supply of automobiles in Asian countries was concerned. The lack of foresight in dealing with future competition was overtaken by the focus on maximizing profit on the currently available market scope. A strategic  human resource approach had to be initiated later on to arrest the loss of the market share to the new arrivals in the market (Nayak, 2005).

Such human resources reforms included the new planning and staffing trend to bring on board competent teams, leveraging technology to marry with the modern trend of motor vehicle manufacture to widen its market, and due diligence to minimize the extent of risk exposure to MSIL.

References

Çalişkan, E. N. 2010. The impact of strategic human resource management on organizational performance.Journal of Naval science and engineering, 6(2), 100-116.

Ford, D., & Håkansson, H. 2013. Competition in business networks.Industrial Marketing Management, 42(7), 1017-1024.

Huselid, M. A., & Becker, B. E. 2010.Bridging micro and macro domains: Workforce differentiation and strategic human resource management.Journal of Management.

Nayak, A. K. 2005. FDI model in emerging economies: Case of Suzuki Motor Corporation in India. Journal of American Academy of Business, 6(1), 238-245.

Schuler, R. S., & Jackson, S. E. 2008.Strategic human resource management.John Wiley & Sons.

Shafritz, J., Ott, J., & Jang, Y. 2015. Classics of organization theory.Cengage Learning.

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