Hotel management :: essays research papers

Hotel interest Assignment One Table Of Contents entry HRM Defines Traditional Approach Contemporary approach to HR Change perplexity Murrindindi Shire Council Experience Back Ground Human Resource Roles Organisational HRM finale Introduction Human Resource management (HRM) has been seen as either having a traditional or contemporary approach. This paper will define twain approaches. The HR aproach undertaken by the Murrindindi Shire Council (MSC) which was my organisation up to three months agone will be reviewed in this context as well as identifiable costs or opportunities that exist. HRM Defined Human Resource attention is the management of an organisations staff/personnel to meet the needs and achieve the aim 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 reassure quality of worklife and h To ensure good compliance It has been observed in part icular 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 in the main overlooked is the financial implications of dot points one and two. Effective human management can contri only whene to not only product output but also product quality. HRM managers are operating at three transparent 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 - trial impression systems - Management development pro grams - Strategic (long term) - to gain competitive advantage - connecter functions to organisational strategies Strategy as a process is defined by (Shaun Tyson 1997 p. 278) is a mechanism for achieving a desired objective. It can then be said that the Human Resource Strategy needs to be aline with the organisations business strategies or corporate objectives. In effect one of the mechanisms to be used is that of Human Resources. Miller defined strategic HRM as those decisions and actions which concern the management of employees at all levels in the business and which are related to to the implementation of strategies directed towards creating and sustaining competitive advantage (Miller, 1987 p.