HRM 4.707 Assignment: Case Study of Tata Motors and HRM Practices

This report presents a detailed analysis of Human Resource Management (HRM) practices within the context of a case study focusing on Tata Motors. The report begins with a company profile, outlining Tata Motors' history, global presence, and recent developments. It then delves into key HRM areas, including a job description for a Product Development Manager, incorporating functional relationships, authorities, and key performance areas. A behavior-based interview question is analyzed, providing insights into candidate evaluation. The report further examines recruitment strategies, including the importance of trustworthiness and feedback. An induction and orientation program is proposed, along with strategies for managing cultural differences between India and New Zealand. The report also explores performance management systems, potential appraisal errors, and the repatriation process of an employee. The report concludes by addressing potential problems in the repatriation process, offering a comprehensive overview of HRM principles and practices.

Running head: HUMAN RESOURCE MANAGEMENT
Human resource management
Name of the student
Name of the university
Author note

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Table of Contents
1.0 Company Profile........................................................................................................................2
2.0 Section one.................................................................................................................................2
2.1 Job description.......................................................................................................................2
2.2 Behavior based interview question........................................................................................4
2.3 Article for recruitment...........................................................................................................6
3.0 Section two................................................................................................................................6
3.1 Induction and orientation program........................................................................................6
3.2 Managing cultural differences...............................................................................................7
4.0 Section three..............................................................................................................................8
4.1 Performance management.....................................................................................................8
4.2 Error in the appraisal process................................................................................................8
5.0 Section Four...............................................................................................................................9
5.1 Repatriation............................................................................................................................9
5.2 Problems in the repatriation process......................................................................................9
Reference.......................................................................................................................................10

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1.0 Company Profile
Selected company: Tata motors
Location: India
Tata motors are one of the leading automobile manufacturers based in India and they are
the bigger part of the Indian conglomerate Tata Sons. Even though they are based in India,
currently Tata motors are having their operations across the world. Tata motors were founded in
1945 in Mumbai, India in joint venture with Daimler-Benz. However, in their initial stages of
operation, they catered only to the commercial vehicle segments. In 1991, Tata motors first
introduced their passenger vehicle and since then created a significant market base in their home
country. As of now, Tata motors are having their manufacturing facilities in India, Argentina,
South Africa and England (Tatamotors.com, 2019). In the recent time, the most significant
milestone for Tata motors is the acquisition of the legendary British auto brand Jaguar and Land
Rover and South Korean brand Daewoo motors. This helped them in becoming one of the
leading and known automobile brands in the world. It is also reported that Tata motors are
planning to enter in more number of countries in the next few years and also extensively
investing in developing new technologies. They have already introduced electric vehicles in the
market ‘in coping up with the recent trends. Thus, it can be concluded that the long term business
viability and sustainability of Tata motors is favorable enough and potentialities are also getting
identified (Sekar, Gowri & Ramya, 2014).
2.0 Section one
2.1 Job description
Position: Product development manager
Location: Wellington, New Zealand
Reporting person: Territory head (Production)
Purpose of the position

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The key role and responsibility of this position will be to search and tap for new and
potential trends in the new product development and contribute in increasing the sales. In
addition, the product development manager is also responsible for design the new products along
with the current trends in the market and the newly introduced products should be well aligned
with the current market expectations and requirements. Product development manager should be
technologically sound in order to put the latest technological elements in the process. The post
will also be responsible for supervising the entire product development process and identify and
mitigate the issues and shortcomings in the process.
Functional relationships
Functional relationship of the product development manager will involve the production
head, marketing manager, finance manager, operations, logistics and quality control manager.
Authorities
Product development manager will be authorized to check for the shortcomings in the
new product development process and can initiate actions accordingly. This will include
reviewing the performance of the staffs in the product development department. Initiating
disciplinary actions are also authorized with the product development manager for the
subordinates considering that it is consulted with other superiors. Funding activities for the new
product development process will also be looked after by the product development manager
along with allocating funds in different activities according to the requirements (Leon Rohr,
2016).
Key performance areas
Key result area Performance standard Control information
Meeting the said time frame in
the process
Involvement of the latest
technologies including
information technology and
robotics software. Short term
objectives will be created and
fulfilled.
Total time frame will be
divided in equal intervals and
the performance will be
judged on the basis of each
interval.

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Meeting desired quality Quality control standards
including six sigma and cause
and effects process.
Reviewing the quality control
process on a daily basis and
identify the gap between the
actual and desired quality.
Availability of the latest
technologies
Benchmarking activities with
the competitors to understand
the latest content of
technologies.
Initiating the gap analysis in
identify the limitations in the
technological development
Employee welfare Performance management
system will help to understand
the performance and
productivity and issues of the
employees
Reviewing the feedback of the
employees and identify their
issues and challenges.
2.2 Behavior based interview question
In the interview process, I asked a behavior based question to the candidate due to the
reason I prefer to have the understanding or insights of the personal approach of the candidates
towards dealing with a particular situation rather opting for their professional and formal
response. In the formal interview process, each of the candidates prefers to stay positive towards
different questions asked to them and thus the insights of them in dealing with the challenges
stay limited. In this case, I preferred to ask behavior based question to understand their approach.
In addition, asking a behavior based question also helped me in having the clear understanding
about the managerial skills of the candidates in dealing with different sets of people in the
workplace. The question that is asked is “provide me a real world instance of you from your
past experiences where you were assigned with a new vehicle development project along
with generation up gradation of an existing product in short period of time and you have
accomplished successfully or how you have managed it?”
The answer by the candidate was:

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This is my second workplace interview and previously I worked for another Australia
based automobile major as the product development coordinator. In one of the instances, I was
assigned with the development of a new product within the time frame of 1 year. This time frame
is much less for developing a completely new electric vehicle platform from the scratch. I
readied my team accordingly and started the project. However, meanwhile I was also assigned
for the up gradation of a generation of an existing product due to the urgent situation. This was
done because at that point of time, the existing product was facing intense competition in the
market and an urgent generation up gradation was eminent. Hence, the major challenge for mine
at that time was to coordinate between the two projects as both were important but having
different approaches and requirements. In this case, I first divided the team in to two groups on
the basis of requirement and specialization for the two projects. This division was done because
single team cannot accomplish the both objectives at the same time.
I remained as the coordinator and supervisor of both the team. In the first step, market
research activities in coordination with the marketing department were being done. I gathered the
market insights for both the new product development and the existing product up gradation. I
was extensively involved in the market research process to have the idea about the expectations
of the customers. This helped me to create a uniform development approach for the new and
existing product development. For example, I gained the information that customers are fond of
having vertically placed infotainment system in the car’s dashboard. Accordingly, it will be put
in the new product and the existing product. From the very first stage of this project, my
objective was to create singular approach as much as possible. It also helped me in gaining
economies of scale due to similar usages of the components. The end result was positive as both
the new product and the existing one was able to tap the market potentialities effectively.
As per the answer given by the candidate in dealing with the situation, it is reviewed that
the candidate is skilled and specialized enough in meeting the complex missions. In addition, it is
also identified that the candidate is having logical skills to make the best out of the available
resources. This will be beneficial for the organization in the long term (MacDonald & McGill,
2013).
Score sheet

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Situation Action Result Weight Rating Score
Instances when the
pressure will be high over
the manager due to the
different objectives to be
fulfilled at once?
Deep root analysis of
the situation and
identify the key factors.
Accordingly,
simplifying the issues
for more conveniences.
The job
accomplishment
project will be
more organized
and stable
10/10 5/5 50
2.3 Article for recruitment
I have article regarding recruitment and selection by Klotz et al. (2013). This article states
about the importance trustworthiness required in the process. This is due to the reason that the
more will be the trustworthiness in the process of recruitment and selection, the more will be the
comfort level of the new candidates in the interview process. In addition, it should also be noted
that during the induction program of the new candidates, they should have trust in the workplace
to gain their favorable impression. Moreover, this article also stated that feedback of the new
candidates should also be gathered in the recruitment process. This is due to the reason gathering
of the feedback of the candidates will help in further development and improvement of the
process. I will follow each of these steps to ensure the most effective process of the recruitment.
3.0 Section two
3.1 Induction and orientation program
The initiation of the induction and orientation program is important because it will
determine the extent to which the new employees will get accustomed with the new process in
the workplace. Moreover, in this stage, the new employees gain the idea of ethical and other
principles being followed in the workplace and how the jobs are get done. Thus, the more
effective will be the induction program, the more will be the probability of positive return from
the side of the new employees. The recommended induction program will include two days of
program in the job location in Wellington (Dragomiroiu, Hurloiu & Mihai, 2014).
Day 1

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Time Locations Activities Implementations
Morning shift Branch office Welcome note and
introductions
HR manager
Day shift Branch office Communication of the
organizational
overview
Brand head and other
department heads
Evening shift Branch office Office tour and
introductions of
HR manager
Day 2
Time Locations Activities Implementations
Morning shift Plant Manufacturing unit
tour
HR manager
Day shift Plant Communication about
the manufacturing
units and process
Production manager
Evening shift Plant Communication of the
job profile and
responsibilities
Production manager
3.2 Managing cultural differences
Tata motors will have different cultural factors relevant in their workforce between India
and New Zealand. This is due to the reason that cultural dimensions of the two countries are
different. Thus, the approach to the employment relations and employee management should be
also different. The new manager from India will face difficulties in managing the operations in
New Zealand. In this case, I came up with a few points or steps that can be beneficial for the
manager. I recommended that he should first gather detailed understanding about the cultural
dimensions in New Zealand. This is due to the reason that the more will be the understanding
about the local culture, the more will be ability of the manager to manage the local workforce

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(Vangen & Winchester, 2014). In addition, it is also recommended that power distance should be
followed by the manager. This is due to the reason that power distance in India is more while
low in New Zealand. Thus, it is important for the manager to initiate more flexibility in the
managerial process.
4.0 Section three
4.1 Performance management
In terms of the performance management of the selected manager, the performance being
showed by the manager in a particular time period is being evaluated. Shorter intervals are
considered to identify the changes in the performance level of the manager. Thus comparison
process got easier for me. In addition, 360 degree performance management and appraisal
system is being followed. This is due to the reason that with the help of the 360 degree
performance management process, feedback from the local workforce is being gathered. Thus,
the effectiveness of the cross cultural management of the manager can also be detected. It also
helped me to review the performance of the manager from different aspects due to the fact that
reviewing on the basis of one element will pose problem in accurate review. It should also be
noted that each of the elements in the performance management plan is being communicated
with the manager (Espinilla et al., 2013). Thus, the process of the evaluation and the benefits to
be gained by him from the performance management system are also communicated. He was
rewarded in his performance appraisal process for the good performance.
4.2 Error in the appraisal process
In the process of the performance appraisal process of the manager, it was identified by
me that I have committed an error in the middle. The error was not considering the feedback of
the superiors and only gathering the feedback from the subordinates. This restricted the
emergence of information from one side. In addition, absence of the feedback from the superiors
caused the performance management program entirely on the basis of subordinates, which lead
to the one sided affair. The expectations of the superiors might not get met by the manager but
still it is not getting reflected in the performance management plan. In this case, I involved the
superiors in the performance management process and gained their feedback also regarding the
effectiveness of the manager (Bracken & Church, 2013). This ensured the proper and accurate

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implementation of the 360 degree performance system. Moreover, this amendment is also
communicated to the manager to make him aware about the change.
5.0 Section Four
5.1 Repatriation
In the international business operation, repatriation is important for allocation of the
employees back to their home countries. However, the process of repatriation should be based on
a number of steps. This is due to the reason that the more effective will be the following of the
steps; the lower will be the issues in the process. In the case of this manager, I had prepared a
few steps, which involves proper documentation. The entire performance data of the manager for
the last three years in the New Zealand operation is being documented and communicated to the
managers at the Indian operation. Thus, prior to the repatriation of the manager to India, the
home country managers is having the detailed information. This smoothen the induction process
in the Indian operation (Tahir & Azhar, 2013). Lastly, it was ensured that the new post and job
profile of the manager at his home country will on the basis of his experience in New Zealand.
Thus, job promotion is also initiated for the manager.
5.2 Problems in the repatriation process
One of the major problems identified in the repatriation process of the manager to his
home country is to have proper and suitable job position. This is a problematic factor because the
hierarchy level at the home country operation might not have vacancy during the time of the
repatriation. Hence, it is the challenge for me to look out for the proper job profile for the
manager. In this case, I have communicated the details of the repatriation of the manager months
prior. The time gap in between helped the managers at the Indian operations to look out for the
ideal option. In addition, this time gap also helped the local managers to restructure the hierarchy
levels and position the repatriated manager in a gap area (Bailey & Dragoni, 2013). The skill
sets, expertise and performance data shared with the local managers helped them to match their
gap areas with it. This ensured the identification of the exact area where the manager will be able
to further contribute in the organizational performance.

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Reference
Bailey, C., & Dragoni, L. (2013). Repatriation after global assignments: current HR practices
and suggestions for ensuring successful repatriation. People and Strategy, 36(1), 48.
Bracken, D. W., & Church, A. H. (2013). The" new" performance management paradigm:
capitalizing on the unrealized potential of 360 degree feedback. People and
Strategy, 36(2), 34.
Dragomiroiu, R., Hurloiu, I. I., & Mihai, G. (2014). Induction staff training. Procedia Economics
and Finance, 16, 368-373.
Espinilla, M., de Andrés, R., Martínez, F. J., & Martínez, L. (2013). A 360-degree performance
appraisal model dealing with heterogeneous information and dependent
criteria. Information Sciences, 222, 459-471.
Klotz, A. C., da Motta Veiga, S. P., Buckley, M. R., & Gavin, M. B. (2013). The role of
trustworthiness in recruitment and selection: A review and guide for future
research. Journal of Organizational Behavior, 34(S1), S104-S119.
Leon Rohr, S. (2016). Harnessing the power of the job description. Human Resource
Management International Digest, 24(6), 8-11.
MacDonald, A., & McGill, P. (2013). Outcomes of staff training in positive behaviour support: a
systematic review. Journal of Developmental and Physical Disabilities, 25(1), 17-33.
Sekar, M., Gowri, M. M., & Ramya, M. G. (2014). A Study on Capital Structure and Leverage of
Tata Motors Limited: Its Role and future Prospects. Procedia Economics and
Finance, 11, 445-458.
Tahir, R., & Azhar, N. (2013). The adjustment process of female repatriate managers in
Australian and New Zealand (ANZ) companies. Global Business Review, 14(1), 155-167.
Tatamotors.com. (2019). Company Profile - Tata Motors Limited. Retrieved 20 August 2019,
from https://www.tatamotors.com/about-us/company-profile/

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Vangen, S., & Winchester, N. (2014). Managing cultural diversity in collaborations: A focus on
management tensions. Public Management Review, 16(5), 686-707.