Hotel Management

Hotel management

Assignment One Table Of Contents Introduction HRM Defines Traditional Approach Contemporary approach to HR Change Management Murrindindi Shire Council Experience Back Ground Human Resource Roles Organisational HRM Conclusion Introduction Human Resource management (HRM) has been seen as either having a traditional or contemporary approach. This paper will define both approaches. The HR aproach undertaken by the Murrindindi Shire Council (MSC) which was my organisation up to three months ago will be reviewed in this context as well as identifiable costs or opportunities that exist. HRM Defined Human Resource Management is the management of an organisations staff/personnel to meet the needs and achieve the purpose of the business in an efficient and effective manner. HRM is defined by Kramer McGraw Shulder (1997,p.10) as having having three purposes being „h To improve productivity „h To ensure quality of worklife and „h To ensure legal compliance It has been observed in particular that organisations tend to be very good at the legal compliance as it is legislated as it has some serious consequences if not adhered to. What is generally overlooked is the financial implications of dot points one and two. Effective human management can contribute to not only product output but also product quality. HRM managers are operating at three distinct levels as explained by Kramer McGraw Shulder (1997,p.30) strategic, managerial and operational - Operational levels (short term) can be disseminated down to lower level management or team leaders as they involve straight forward and traditional levels of HR - Staff Recruitment - Monitoring Systems - Wages, benefits packages - Annual appraisal systems - Training etc. - Managerial Level (short term) This level and following tend to be the levels of strategic importance to the organisation - Recruitment marketing plans - Long term compensation plans - Validation systems - Management development programs - Strategic (long term) - to gain competitive advantage - link functions to organisational strategies Strategy as a process is defined by (Shaun Tyson 1997 p. 278) is ЎҐa mechanism for achieving a desired objectiveÐŽ¦. It can then be said that the Human Resource Strategy needs to be aligned with the organisations ЎҐbusiness strategiesÐŽ¦ or corporate objectives. In effect one of the mechanisms to be used is that of Human Resources. Miller defined strategic HRM as ЎҐthose decisions and actions which concern the management of employees at all levels in the business and which are related to the implementation of strategies directed towards creating and sustaining competitive advantage (Miller, 1987 p.352). HRM will aid the organisation through the change (responsive) process via its long term and medium term HR strategies. The Change theory for Organisation Development (Robbins 1994, p.813) defines Organisational Development as ЎҐa planned long-range improvement process, based on humanistic ÐŽV democratic values. It uses change interventions grounded in behaviour science knowledge, which seeks to improve organisational effectiveness and employee well beingÐŽ¦. He is in effect advocating the same long-term objectives as Kramer McGraw & Shulder to ensure the organisations effectiveness, which will in turn effect the organisation's bottom line. Traditional Approach Traditionally HRM departments have had limited opportunity to be involved in the strategic functions of the organisation. HRM was refereed to as ЎҐPersonnel managementÐŽ¦ and is noted by Kramer McGraw Shulder (1997,p.18) as dealing with activities such as recrement selection, compensation, and training. It could be said that traditionally HRM has revolved around process rather than strategy. With the growing knowledge in the field and recognition that effective management of this vital resource can effect the bottom line ЎҐhuman resource managementÐŽ¦ is now an important part of the total Organisations management. Contemporary approach to HR This has been explained by Kramer McGraw Shulder (1997,p.7) as ЎҐ.. Contemporary thinking on HRM tends to see it more broadly distributed organisational competence, including line managers, rather than just a group of specialists in an HR department.ÐŽ¦ In essence Kramer McGraw Shulder is arguing that HR is an organisational responsibility that should be filtered down through all levels of management. It is broader than simply compliant to process but should be strategic, evolving and responsive to change. I agree with this statement, as many operation functions are process driven in that providing the process is well defined the basic HR functions below can be very simply implemented either by line managers or general operational staff. The basic HR functions common to most organisations are as follows Kramer McGraw Shulder

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