Strategic Human Resources Management at Wipro

This document discusses the strategic human resources management at Wipro, including a comparison and contrast of HRM theories, description of models or theories, and justification of chosen HR model. It explores the application of HRM theory in a project management role and the importance of treating employees as valuable resources. Find study material and solved assignments at Desklib.

Running head: STRATEGIC HUMAN RESOURCES MANAGEMENT AT WIPRO
Strategic Human Resources Management at Wipro
Name of the Student
Name of the University
Author’s note

1STRATEGIC HUMAN RESOURCES MANAGEMENT AT WIPRO
Table of Contents
1. Comparison and contrast any two HRM theories........................................................................2
2. Description of models or theories................................................................................................5
2.1 Application of HRM Theory.................................................................................................5
3. Justification of chosen HR model................................................................................................6
References........................................................................................................................................8

2STRATEGIC HUMAN RESOURCES MANAGEMENT AT WIPRO
1. Comparison and contrast any two HRM theories
There are a large number of factors that needs to be considered during the process of
management within an organization. One of the most important factors that needs to be
considered within the process of management within an organization is to guide the employees
and make them be more productive. Each and every employee within an organization should
work hard in order to accomplish their tasks within the proper time (Greenwood, 2013). The
motivation that is provided to the employees is the main driving force that leads to effective
work services within the work scenario. In order to help in providing motivation to the
employees, the HRM theories and models should be highly considered. These theories and
models should be properly chosen in order to guide the employees for performing better in the
workplace.
The Maslow’s Hierarchy of Needs theory was mainly proposed by Abraham Maslow. He
proposed that motivation was the key result based on the attempts made by a person for fulfilling
the basic needs of an organization. The five basic needs of an employee within an organization
include physiological needs, safety, social, self-esteem and self-actualization (Sadri & Bowen,
2011). As proposed by Maslow, the different discussed needs would exist in a hierarchical order.
He further discussed that the behaviour of humans is in direct relation to the various needs.
Within the conclusion supported with the theory, it was stated that whenever one set of needs
would be satisfied, it would cease to become a motivating factor. Hence, the next set of needs
would take their place within the hierarchy (Noltemeyer et al., 2012). From the research over the
Maslow’s Theory, it was discussed that the order of needs should need to be flexible as it is
primarily dependent on the external circumstances and differences within a person.

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The Equity Theory was firstly developed in the early 1960s by John S. Adams. The
equity theory was mainly concerned with providing definition and thus measuring the
satisfaction of employees within an organization (Hanif, Khalid & Khan, 2013). Adams had
suggested that the employees should always try to maintain a balance between what they provide
towards the organization and what is provided by the organization to them. The inputs provided
by the employees to an organization could be divided in several metrics that includes loyalty,
tolerance, effort, flexibility, time, personal sacrifice, trust and skills to the superiors (Bell &
Martin, 2012). The primary level, which is defined as the physiological stage includes several
basic needs that includes freedom, stability and security of job. After the achievement of this
level the next level that is generally followed is the safety needs that includes stability, security
and freedom. After achieving this level, the individual would already be considered as secured
and hence the approach towards the third level is aimed. The fourth level is based on gaining
affection within the workplace, which is followed by self-esteem. The needs of self-esteem
normally refers to achievement, status, prestige and dignity within the workplace. After the needs
of deficiency have been successfully been met, the final goals would be based on realizing the
potentials. Once the factor of self-realization has been achieved, there would be a feeling of
fulfilment. This is due to the reason that after the previous stage has been achieved, it would
mean that the peak of personal growth of an individual has been successfully achieved (Morand
& Merriman, 2012). The outcomes provided by the organization include several hard factors that
includes job security, proper salary package and vast number of employee benefits. The other
kind of benefits include tangible aspects such as sense of achievement, reputation and appraisal.
Maslow had further communicated that the order of the needs of an individual would be flexible

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and would be entirely be dependent on the external circumstances and differences in the attitudes
of people.
Based on the comparison of Maslow’s theory and Equity theory, it has been found that
both of these theories have mainly focused on the varying needs of people. The Maslow’s theory
focuses on the basic needs of an employee within an organization that would confer to the same
criteria of growth, achievement and recognition. On the other hand, the equity theory focuses on
the factors of provided inputs towards an organization and the extracted benefits from the
organization.
The Hard HRM model would treat the employees as the important resource within a
business. The main focus of the hard HRM is that with this model, it would be helpful for HRM
to identify the workforce and particular needs of the business. This would be highly needed for
recruiting and management of employees within an organization (Korsakienė, Stankevičienė &
Liučvaitienė, 2010). The main focus of Soft HRM is to concentrate on the most specific needs of
employees and ascertaining their roles, motivation and rewards. Based on the Soft HRM model,
it is discussed that the organization should treat their employees and consider them as the most
important resources within business (Fallatah & Syed, 2018). They could also be thought as
being a competitive advantage for the growth factor of the organization. The Matching model
proposed by Fombrun had focused on the fact that the organizational structure and HRM systems
should be properly managed in such a way that it would be congruent with the organizational
strategy (Safdar, 2012). This model further explains that human resource cycle would consist of
four kind of generic functions or processes that should generally be adopted in various
organizations. The four kind of generic processes followed by the matching model are –

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selection of human resources, appraisal in terms of performance management, reward systems
for employees and development of high-quality professional systems for the employees.
Based on performing comparison over the different models, it could be discussed that
hard approach by the HR department should be expected for gaining a cost-effective workforce.
In this processes, the decision making procedures would be quick and would mainly be focused
on senior managers (Jenkins & Delbridge, 2013). This kind of approach would pay attention
towards the needs of businesses and employees. On the other hand, the soft approach would
define ways in which employees would be treated well within an organization. With the help of
this model, the factors for motivating the staff within an organization and measuring of employee
performance could be made. However, with the impact of the matching model, it would be
helpful for critical management of formal organizational structure and human resource systems
in order to drive towards strategic objectives for the organization.
2. Description of models or theories
2.1 Application of HRM Theory
During my work experience in Wipro, I was employed as a Project Manager. I was
responsible for managing the entire technical department responsible for designing an ERP
system. My department was mainly responsible for designing a plan for performing the design
and internal working of the software system. I had personally assigned and arranges each of the
team members within my team. I had personally interviewed each of the concerned team
members and had come to know about the ways in which I could design and structure the
project. While managing the entire team, I had followed the Maslow’s theory. With the use of
this theory, I had learnt the idea for providing motivation to my entire team (Gill & Meyer,
2011). While the ongoing of the project work, I personally had engaged with the technical team

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that comprised of the development team, testing team and networking team. I had conduced
meetings with the team members and came to know about the ways in which I could bring in
new ways of developing ideas for providing motivation to boost up the spirit of the team.
While working on the project, I had followed the Soft Model approach. By following this
approach, I had come to know that employees should be considered as the most important asset
within an organisation (Cook, MacKenzie & Forde, 2016). The team members involved within
my team had the capability to produce high quality of work and thus affect the productivity of
working scenario. In order to ensure high productivity towards the quality of work, I had also
brought in appraisal systems and reward based systems for my team. I had ensured that my team
would remain contented throughout the progress of work and always produce the expected
results.
3. Justification of chosen HR model
As a Project Manager working for the development of an ERP system, I would choose
the Soft HRM model. Based on the Soft Model HRM approach, I would follow a certain way of
treating my employees who are involved within my team. I have always treated my employees as
the most important resource within my business. I would collaborate with various people within
my workplace and develop trust, skills and foster a high rate of growth for the success rate of my
team.
I would also develop a strong form of link based on corporate business planning. This
would help me in understanding about the needs of resources, the ways of acquiring them and
providing the exact cost to those resources. The development of a proper form of business
planning would help in gathering the requirements that would be needed for the completion of

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any particular task. I would thus conduct several team meetings and would understand the needs
of any concerned employee (Prajogo & Cooper, 2010). Hence, I would also treat my employees
as the most important resource of my organization. The employees within my organization
would be considered as the primary source for gaining a competitive advantage over the business
processes.
Based on the works done by my team, I would be able to deliver better results to the
client and expect great feedback from the client. I would also put focus on the factors of paying
high remuneration to my team (Fong et al., 2011). The ensuring of high salary to each of my
team members would also ensure that my team members would remain contented and satisfied
with their work deliverables and the expected remuneration from the company. I would also
ensure a two way communication with each of my team members. I would also ensure that the
high level of communication between me and my team would be maintained in order to
understand their queries, solve any issues and thus maintain a good workplace environment. The
following of such kind of principles would help in improving the work scenario and ensuring
quality within the workplace.

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References
Bell, R., & Martin, J. (2012). The relevance of scientific management and equity theory in
everyday managerial communication situations. Journal of Management Policy and
Practice, 13(3).
Cook, H., MacKenzie, R., & Forde, C. (2016). HRM and performance: The vulnerability of soft
HRM practices during recession and retrenchment. Human Resource Management
Journal, 26(4), 557-571.
Fallatah, R. H. M., & Syed, J. (2018). A Critical Review of Maslow’s Hierarchy of Needs.
In Employee Motivation in Saudi Arabia (pp. 19-59). Palgrave Macmillan, Cham.
Fong, C. Y., Ooi, K. B., Tan, B. I., Lee, V. H., & Yee-Loong Chong, A. (2011). HRM practices
and knowledge sharing: an empirical study. International Journal of Manpower, 32(5/6),
704-723.
Gill, C., & Meyer, D. (2011). The role and impact of HRM policy. International Journal of
Organizational Analysis, 19(1), 5-28.
Greenwood, M. (2013). Ethical analyses of HRM: A review and research agenda. Journal of
Business Ethics, 114(2), 355-366.
Hanif, A., Khalid, W., & Khan, T. N. (2013). Relating Maslow's hierarchy of needs with
employee turnover and retention: Case study of local telco. International Journal of
Human Resource Studies, 3(2), 51.

9STRATEGIC HUMAN RESOURCES MANAGEMENT AT WIPRO
Jenkins, S., & Delbridge, R. (2013). Context matters: examining ‘soft’and ‘hard’approaches to
employee engagement in two workplaces. The International Journal of Human Resource
Management, 24(14), 2670-2691.
Korsakienė, R., Stankevičienė, A., & Liučvaitienė, A. (2010). The development of HRM
strategy: the methodological aspects.
Morand, D. A., & Merriman, K. K. (2012). “Equality theory” as a counterbalance to equity
theory in human resource management. Journal of Business Ethics, 111(1), 133-144.
Noltemeyer, A., Bush, K., Patton, J., & Bergen, D. (2012). The relationship among deficiency
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