Swot Analysis Of Infosys

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3.1 Company Profile of Infosys Infosys is a software development company with headquarters in Electronics City, Bangalore, India. It was founded on 2 July 1981 by seven entrepreneurs, who are N. R. Narayana Murthy, Nandan Nilekani, Kris Gopalakrishnan, S. D. Shibulal, K Dinesh, Ashok Arora, and with N. S. Raghavan officially being the first employees of the company. Infosys Technologies were listed on the NASDAQ stock exchange in year 1999. It was the first India registered company to become listed on an American stock exchange and this enabled it to institute an employee stock option plan through the use of American Depository Receipts (ADRs). Also, listing in NASDAQ was expected to help the company raise money to finance its…show more content…
The company gains the benefits as the employees are already familiar with the organization policy, save the training cost, and promotes employees’ loyalty. It looks out for external sources only if no one capable for managerial position is found in its internal source. (Recruitment And Selection At Infosys Management) The first internal source is former employees. Infosys will ask the retired employees who are willing to work on a part-time basis, individuals who left work and have a willingness to come back for higher compensations. Even retrenched employees are taken up once again. Second is retirement. If it’s unable to find suitable candidates in place of the one who had retired, management can decide to call retired managers with new extension. Third is internal notification. Most employees know their own experiences about the requirement of the job and the person suit to the company. Employees may have friends or acquaintances who meet these requirements. 3.2.2 External…show more content…
It’s time consuming for many appraisal tools to offer the most objective view of an employee’s performance. The 360-degree feedback appraisal model requires training of evaluators and careful crafting of customized survey questions. The evaluation process can take up two or more weeks at a time, depending on the size of the company. (Samantha) Second is office dynamics. Performance evaluations may bring a negative impact on office dynamics. This can become difficult if unfair evaluations of employees are given. Negative reports may breed resentment among co-workers with lower evaluations or cause them to develop antagonism toward the supervisors who assessed their work. (Dennis) Third is misdirection. Performance reports may cause employees to complete certain duties for receiving a better evaluation rather than to contribute to the overall direction of the business. In order to have job security, employees may become overly concerned with improving in areas where they have scored poorly, even to the detriment of the areas in which they performed
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