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Taj Case Study

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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 Hotel group has being flourishing financially, yet enquiries were made on how even is the company in corporate governance, also with the mounting need of internationally competitive workforce and technologies, for the sake of company’s future, an excitement was created that demanded a new face and leadership, thus appointing Krishna Kumar as the head of Taj Hotel Group. This has resulted the above mentioned changes. However the main subject investigated by the case study is the, company’s development and evaluation of its performance management system (PMS) under the era of Kumar’s leadership, which single handedly contributed to most of the remodeling of Taj’s new corporate face.
The case study coherently provide evidences to differentiate the two styles of performance management under Kerkar and Kumar. Kerkar’s was more personalized, informal and based on soft human resource management (HRM), whereas Kumar implemented hard HRM, that consists of tools, objectives and systems. Both the practices has its own merits and demerits, yet Kumar has to deal with more challenges, that is to confront the employees who were used to Kerkar for

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