澳洲coursework：印孚瑟斯公司培训和发展探讨

本文旨在对一个典型的高科技公司：印孚瑟斯公司从绩效管理和培训以及人力资源管理的发展进行认真探讨。印孚瑟斯公司是一家专门从事IT服务世界500强企业。公司为遍及全球的各行业领域的客户提供专业服务。印孚瑟斯公司整合了绩效管理和培训与发展，以更好地提升其员工的工作能力，从而帮助公司实现其战略目标。

This essay aims to provide a critical review of Performance Management and Training and Development of HRM in a typical high-tech company: Infosys. Infosys is a Fortune 500 company which specializes in IT services. The company has clients all cross the world and provide expertise in various industry sectors. Infosys integrates its Performance Management and Training and Development to better facilitate its workforce and to help the firm achieve its strategic goals.
 

1.1本文的目的——Aim of this essay
 

This essay aims to provide a critical review of Performance Management and Training and Development in Infosys. It identifies the strengths and weaknesses of the integration of Performance Management and Training and Development in Infosys, and provides proper recommendations for future improvement.

 

1.2本文的结构——Structure of this essay
 

Chapter 1 gives a brief background and the aim of the essay. Chapter 2 gives introduction of Infosys. Chapter 3 talks about Performance Management and how this part of HRM functions in Infosys. Chapter 4 deals with Training and Development and its function and role in Infosys. Chapter 5 provides a critical review of the Integration of Performance Management and Training and Development in Infosys. Chapter 6 offers some recommendations for future improvement of Infosys’ Training and Development as well as Performance Management. Chapter 7 is the conclusion of the whole essay.

 

2.印孚瑟斯公司简介——Brief Introduction of Infosys
 

Infosys was started in 1981 by seven people with US$ 250. Today, they are a global leader in consulting, technology and outsourcing with revenues of US$ 7.075 billion (LTM Q1 FY13). Many of the world’s most successful organizations rely on Infosys to deliver measurable business value. Infosys provides business consulting, technology, engineering and outsourcing services to help clients in over 30 countries build tomorrow’s enterprise. Infosys has a global footprint with 68 offices and 70 development centers in US, India, China, Australia, Japan, Middle East, UK, Germany, France, Switzerland, Netherlands, Poland, Canada and many other countries. Infosys and its subsidiaries have 151,151 employees as on June 30, 2012.

 

Infosys helps companies derive the measurable business value that they have always been looking for from business and IT investments. The company delivesr measurable business value in 3 ways:

 

1.转变——Transform

 

Infosys can transform the fundamental shape of your business P&L. Regardless of which team our clients engage with; the company has a best-practice process for delivering value. In Infosys it is called IMPACT – to ensure a clear line of sight from process change to bottom-line impact, ensuring that you receive the business value you were promised.

 

2.优化——Optimize

 

Beyond transformation and innovation, it boils down to execution - delivering on time, on budget and "on value". Infosys can optimize clients’ core operations to drive best-in-class efficiency and help fund the transformation and innovation.

 

3.创新——Innovate

 

Infosys can inject a level of product and service innovation into clients’ business to create new revenue opportunities through collaboration and co-creation. The foundation of its innovation capability is our core lab network – Infosys Labs – and the new thinking that our team of over 600 researchers brings to the table.

 

The Vision and Mission of Infosys are:

 

Vision

 

"We will be a globally respected corporation."

 

Mission

 

"Strategic Partnerships for Building Tomorrow’s Enterprise."

 

3.绩效管理及其在印孚瑟斯公司的功能——Performance Management and its Function in Infosys
 

3.1绩效管理的学术回顾——Academic review of Performance Management
 

Levit (2008) suggest that performance is a multi-layer structure, and depending on different measuring factors, the results may be different also. Thus, if we want to measure and manage performance, we must first define it and know exactly what performance management means.

 

Usually performance management can be defined from three perspectives, and with different perspective, the contents, influencing factors and measuring methods that performance management includes differs. From the individual perspective, the definition of performance management has not come to a universal conclusion as various experts on HRM give their own definitions. At the current stage, there are two main views. One view believes that performance is equal to result; while another view suggests that performance equals behavior. Bernadin (1995) suggest that performance should be defined as the outcome of work, because these outcomes of work are closely related to organizational goals, strategies, customer satisfaction and investment. Kane (1996) points out that performance is the things that an individual leaves, and such things relatively independently exist. Hence, it is not difficult to see that the view of ‘performance is equal to result’ believes that the outcomes that performance gets are the records of how well one employee’s work is. The relative concepts about performance results include: Accountabilities, Key Result Areas, Results, Duties, Tasks and Activities, Objectives, Goals or Targets, Outputs, Critical Success Factors.

 

Nowadays, however, an increasing number people have accepted the concept that ‘performance equals behavior’, and they have posted challenges against the view of ‘performance is equal to result’. Campbell (1990) suggests that performance is a set of behaviors that are related to the organization that a person works for or the goals that the organization has. His definition of performance in 1993 is that performance is the synonym of behavior, and it is people’s actual behaviors and it can be observed and measured.

 

Performance management is the process through which managers ensure that employees’ activities and outputs are congruent with the organization's goals. It is used to establish measures of performance to allow clear targets to be set and is a continuous process that enables us to improve delivery of business. Performance management plays a key role in Human Resources Management because an organization’s performance goals are designed according to the organization’s development plan, strategy and organizational goals. Today there are various tools for how to manage performance such as Balance

 

I believe that in practical performance management, the broader concept of performance should be employed – that is, the concept of performance should include both two aspects of behaviors and results. Such a perspective is well reflected in the definition of performance according to Brumbrach (1998): performance means results and behaviors. It tells us that when we conduct performance management, we should take into consideration of both input(behaviors) and output(results). Performance management should include the two aspects of what to do and how to do.

 

3.2印孚瑟斯公司的绩效管理——Performance Management in Infosys
 

Infosys is a Fortune 500 company whose main service is in IT industry. Today it is the leading firm on the market providing various IT solutions to its clients. The business scope of Infosys ranges from Telecommunication, Banking, Financing, Retailing to Manufacturing. Like most international firms, Infosys has a matrix organizational structure. The company’s base is in India, but it is not strictly the headquarter of the company. Its various braches across the world work together to reach the organization’s strategic goals.

 

The types of employees in Infosys are divided into two catalogues: regular employee and contractor. Thus, performance management in Infosys has two different management methods for regular employees and contractors. Infosys’ definition for Performance Management is that performance management is a constant, on-going process of communication. During this process, employees and managers reach a consensus on the following questions in forms of collaboration partners: