pages Pages: 4word Words: 890

Question :

Section1: Brief description of the   researchable topic250 words
Section 2: Clear and coherent outline   of the aims and objectives of the research. You are required to specify what it is you want to find out and   why.  You will need to consider the   question; what will we know once you have completed the research that we do   not know now?  You need to explicit   address the following items:
  1. Background and issues   underlying the research
  2. Justification for the   research
  3. Business discipline and   academic area(s) that relate to the research
400 words
Section 3: Literature Review: This   should include the following 
  • Critical literature review   of academic literature underpinning for topic
  • Theory/models/frameworks   related to the research objectives 
  • Relevant research completed to date
  • Identification of debates within   the literature
  • Gaps in the literature, in   practice and policy, etc. 
  • Nature of the literature;   theory, research, policy, prescriptive 
  • Linking the gap or debates   to your research objective
1,300 words

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Answer :

Section 1: Brief description of the topic 

Human Resource practices in the telecommunications industry hold a complementary place in the entire functional stature of an organization. Therefore, the liabilities of the organization has been found to be intrigued with actions that is inclusive of number of human resources practices such as training and development of the employees, their recruitment processes and procedures, etc. On the other hand, human resources also include compensation management system that is inclusive of concerning remunerations and benefits to the employees in the telecommunication organization. In addition to this, there are a number of aspects in the telecommunication industry such as grievances handling, safety and security as well as the matters of termination of the employment of the employees in the organization. Therefore, the implications that fall on the functions of a telecommunication organization within the telecommunication industry in India are likely to be discussed in this report. The topic depicts that there are a number of objectives of human resource functioning within the telecommunication industry. The attributes of developing a workplace with systematic functioning is important to be conducted in the Indian telecom industry. The areas that are to be addressed in the report are the issues that are lying in development of such functions in the target market as well as within the organization. On the other hand, the report will also justify the implications that are developed with the application of such contributions in the target industrial sector that is telecom industry. 

Section 2: Outlining aims and objectives 

2.1 Background and issues underlying the research 

Developing as well as maintaining an effective human resource policy in the telecommunication industry has been found to be quite a critical task as it relates and confronts with a number of changes that are minute in the everyday functions. However, the involvement of the human resource functioning is also important to be conducted. Therefore, the research has been outlined with the aim to study and gather information about the minor changes that occur in the functions of telecommunication industry (Lancry et al. 2014). In the Indian background the industry that is telecom industry has gained flight during the beginning of the 20th century. Therefore, HR practices in telecommunication industries and their application with in Indian telecom has also seen rapid changes in the functions of the organization. Therefore, compliance is important in this sector with the international functions (Mahajan et al. 2018). Hence, this is the area where the research has tried to be focused on. The study background is liable to show the aspects of functions that are growing within the targeted industrial functioning in order to ensure that the adjustments of such functioning are important to grow competent Human Resource functions in telecom industry. 

2.2 Justification of the research 

A variety of discrepancies have been faced in the functions of telecom industry in terms of Human Resources in the previous phases of functioning. Therefore, the research has produced an objective to understand the areas where the functions of the telecom industry are India is lacking with. Certain concerns have been noticed in such statures of functioning in the telecom industry (Barman and Sengupta, 2017). This has paved the base of the research in order to conduct the study on the functional attributes in order to understand what are the areas that needs vivid and rapid evolution in the human resources functioning of the organization in this industry in order to leap and cover up the gap between the international statures of functions in the telecom industry. 

2.3 Academic areas and business discipline relating to the research 

The telecom functions have a variety of direct as well as indirect implications or effects in the academic areas as well as business areas of functioning. The arousal of the telecom industry has given its improvisation as well as application in the industrial sectors as well as academic areas. The business functioning has been ever more implicated with development of such functions in the target industry. For example, development of implementation of telecom liabilities within the organization has helped the businesses to operate in the international sector with more convenience (Sahoo et al. 2015). 

In addition, the academic areas will also be able to draw positive implications as the research is associated with understanding the areas that is required to be developed in order to gain effective characterisation in the target industry functioning (Pramod et al. 2016). Besides, the human resource attributes in the telecom industry looks into complementary functions in accordance with collaborative operations in the target market. 

Section 3: Literature review 

Identification of the debates within the previous literature 

Different kinds of functioning in the literatures are important to be conducted with deliberative attributes in the target market so that there is less implication on the target market functioning. The functions of HR in the telecom industry have been far stretched to a number of aspects such as selecting right candidate with adequate method of selection. On the other hand, the aspect of proper training and induction is also appropriate to be done in order to consider that the market changes in terms of external industrial functioning along with customer demands can also be attained. Hence, minimal changes in the functional level is also required to be addressed in order to ensure that the functions can be put upon the right performance spectrum of functioning under the executive operations within an organization in the telecom industry (Anand and Sharma, 2017). However, study of the previous literatures have suggested that there has been variety of conflicts that has arisen in the organizational functioning within the telecommunication industry in India that has reduced the rate of expansion of the industry to a minimal but certain rate. Thus, this gave rise to a structure in the Indian Telecommunications industry where the competent function is required to be instigated. In the human resource structure it has been derived important in the previous literatures that development of an appropriate recruitment analogy is also important to be conducted. For example, hiring of fresher or experienced executives is to be chosen depending on the department where the recruitment is to be done within the telecom organization (Masson et al. 2016). Besides, there are implications of training and development functions in order to ensure that the convergent liability can be conserved with fictional functional development. The previous literatures have produced argument on the facts that the provision of factors like developing compliance in the organization within the telecom industry in India has derived a number of aspects such as introduction of functions like OJT that is on-the-job-training. In assistance with this the future need is reflected on the Off-the-job-training functions. This is indicated to the in house training system where the classroom structure is developed. Therefore, the objective has been effective in order to sue critical constraints of the human resource management functions of the organization (Mishra and Sagar, 2017). The previous literature has also objected on the development of the functional attributes of the organization in order to show that the implications are primary in the target market functions generation in the organization. Hence, performance management takes a significant place in the human resources functions of the organizations in the target market. 

Gaps in the literature 

Study of the previous literatures have been conducted in order to understand how far the address have been done to the current issues that are being conducted in order to fight the far constraints of the business in the telecom industry of India. The human resources functions in the target industry have been found to be restored with conventional monetary compensation perspectives such as direct and indirect compensation. This is likely to show that the amount of functioning that can be attributed in the target market is likely to be exhibited in order to develop the target market functioning of the organization (Panda, 2017). The direct compensation includes delivery of base pay, medical or conveyance reimbursement, short or long term incentives, bonus, etc. In terms of delivering in-direct compensation the areas that have been focused on the development of functions like insurance providence to the employees, leaves including sick leaves, providence of additional compensation such phones, laptops, etc. for the usage in the workplace. On the other hand, performance management is also liable to be performed by the differential perspectives of business development. The policies that have been addressed in the previous literature suggests the telecom industry functioning can be aggravated in terms of development of greater prospects in the target market. However, it has been analysed in the present situation where the functional compliments are liable to be outlined in order to ensure that the constructional development of the inward as well as outward functions of the human resources in the telecom industry is to be addressed (Rao, 2016). This point has instigated the present research where the complications in the external as well as international communication of the telecom companies settled within the telecom industry could be minimised. Hence, it has been realised that the technology in the telecom industry is likely to be indulged into differential functioning so as to concern the development of the complementary functions like provision of a category of functioning that would produce enhanced mechanism to address such kinds of attributes in the target market. Therefore, the gaps that could be identified in the previous literatures are lying in the practice and policy of functioning of the human resources in the telecom industry in India. 

Nature of the literature 

The literature that has been aimed to be produced during the present research has been based on the theory based functioning of the human resources in the telecom industry of India. It has been studied in the present scenario that in order to develop complimentary functioning of the organization in the target industry there has to be a dependency on the right type of leadership functions. Hence, brining changes in the leadership traits are important to be done in order to secure functions in the target market. Application of the contingency theory in the leadership theory is liable to be developed with complimentary actions of the organization within the telecom industry in India (Gangotra and Shankar, 2016). Therefore, it can be stated that the research has been more based on the theory in terms of deriving the same in the target market functioning options. 

Hence, in accordance with the changes in the organizational leadership structure, changes are to be brought in the policies of the organization to operate in the target market. It has been found that it is better to operate in the target market functioning in order to consider optimum working conveyance in the post-operative stances (Arnold et al. 2015). Therefore, the literature has produced focus on the terms of development of the complexities in the target market functioning. The reviews of the policies are also to be done within the present research. 

Linking the gap in previous literature to the objectives of the present research 

The gaps that have been identified during the review of the previous researches have been mostly complied with the investment of the lucrative functional components in the present literature. The present research has identified gaps in development of the aspects of functioning in the target market. Hence, the objective of the research is produced on the terms of development of effective communication facilities in multidirectional manner. Therefore, the organization within the telecom industry has to be effective in order to conduct such human resource functionalities and facilities. In addition to this, another objective of the present research has also produced its impacts on the development of the strategic functionalities in order to get hold of the entire telecom market within the place that has been objected in the business terms (Gupta et al. 2016). Therefore, it has been focused in the present research that the convulsive aptitude of the organization has been categorised as an evolutionary function in the Indian telecom industry.