According to Sparrow (2009) employees in a company are the most valuable assets and their interests should therefore be in the forefront while devising policies and in their implementation. This paper will at discussing human resource management and management of organisations in changing contexts. The paper will elaborate this by discussing issues related to HR management and in Tata Consultancy Services. This discussion will aim at uncovering specific challenges in HRM faced by the company as it spreads its operations globally and the underlying issues of compensation policies.
Tata CS is one of the leading companies offering consulting services and a wide range of software related services in the world. The company boasts of being the market leader in these services and more so in IT and outsourcing services in Asia. The company opened its doors in 1968 as a consultancy firm from the outset (TCS 2010). It actually started as a computer centre for the Tata Group. As time went by the management saw it to be prudent to extend the portfolio in offering solutions as well. The company expanded operations quickly and by 1970 it was the first one of its kind and in the area of operation to expand to the American market. This was after conquering the Indian market that had various challenges like the one of License Raj being an unfavourable government regulation.
The 1990s saw the company grow tremendously with the rise in the spread of IT, the time of Y2K bug and the emergence of the Euro currency (TCS 2010). The same decade saw the company expand to outsourcing by developing an E-business section which within half a decade later was already giving more than five hundred million dollars to TSC. The company has many subsidiaries it owns the world over some partly while others fully. Its operations span over 40 countries with recorded revenue of about 6 billion US dollars (TCS 2010). The