In general, the paper 'Strategic Human Resource Management of Maruti Suzuki India Limited " is a good example of a management case study. 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 the tackling of 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. 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 team, leveraging technology to marry with the modern trend of the motor vehicle manufacturer to widen its market and due diligence to minimize the extent of risk exposure to MSIL. Data Analysis For a business to stay competitive in the market, it ought to seek several ways by which it shall be able to identify its core competencies and handle them.
The case of MSIL dates back to 1981 when it enjoyed over 55% of the total market share of the motor vehicle supply in India. At that moment in time, operating as a monopoly, it never realizes the need for strategies to counter any form of competition that would arise thereafter. Competition in the business field of operation can, however, foster the result of innovation and change of business culture so as to accommodate some of the new trending modes of running a business. The operational changes that arise from the business field as a measure to incorporate cultural changes should facilitate the sustenance of the standard and quality product of good (Schuler & Jackson, 2008).
The employees should not be negatively impacted in any way, but rather motivated to understand and support the course of change. In the year 2003, due to the established and sustained loss of clients to the new entrants to the field of operation, MSIL changed its strategy from being a government business to privately owned business (Nayak, 2005). The bold step of privatization aimed at ensuring that the company gains the ability to compete effectively with its competitors, both at the price front and the quality products.
Private business entities are found to offer better products as compared to public or government-run businesses. The push to effect the change of the company’ s business type was aimed at improving the company’ s role and position in a fully competitive business environment. The company had shifted from being the price maker to the price taker. It no-longer set the standards for new vehicles in India, but rather had to adapt to the new global standards set by the private entrants in the field.