Taj Case Study

3452 Words Dec 11th, 2014 14 Pages
1. Case synopsis/overview – 300/400 word – finishing should introduce to the next chapter

This case study (Delong and Vijayaragavan, 2002) embodies the extensive change management took place in Taj Hotel Group; India’s pioneer in hotel and hospitality industry during the time period of late 1990s. This revolutionary transformation created a tide of cultural, financial and strategic change within the company. Introducing novel practices influencing the cultural upheaval, streamlining the company owned properties and rationally re-structuring the company’s management while implementing new state of the art strategies to strengthen the company against its competitors.
Towards the end of the long tenure of Ajit Kerkar; 1970 to 1997, Taj
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Bhowmick needs Kumar to reconsider the new appointment, which decided by Career Development Committee (CDC), in favour of the candidate in Bhowmick’s mind. Kumar cannot discourage the decision of CDC which is established by himself, also he cannot destroy the healthy rapport of a well-respected and experienced employee by rejecting his request.
In order to find the correct solution for this corporate predicament, both theoretical, empirical and contextual HRM practices need to be assed and the two PM systems of Taj need to be evaluated. Based on that rationale, scenario of Kumar’s decision: declining or granting Bhowmick’s request can be evaluated and then a recommendation is built for Kumar decision, in the best interest of all the stakeholders of the company.

2. Theoretical and contextual analysis of performance management * Prove I am theoretically grounded * Expecting – goal setting theory * SHRM – Patrick wright, barney, guest, bach * Balance score card, 360 feedback * Link individual goals to organizational goals * Derivatives of performance management
Kernel of the case study is mainly driven by the environmental change; the market dynamics, threats from competitors etc., has influenced a change in HRM landscape to facilitate and strengthen the company in this illustrated phase of change in environment. Initially in Kerkar’s era most of the Performance Management (PM) systems

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