Hotel Management Hotel

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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 *…¾h To improve productivity *…¾h
To ensure quality of worklife and *…¾h 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 *ƒ*…½*ƒ’a mechanism for achieving a desired
objective*ƒ*…½*ƒ‚¦. It can then be said that the Human Resource Strategy needs to be
aligned with the organisations *ƒ*…½*ƒ’business strategies*ƒ*…½*ƒ‚¦ or corporate
objectives. In effect one of the mechanisms to be used is that of Human Resources. Miller
defined strategic HRM as *ƒ*…½*ƒ’those decisions and actions which concern the
management of employees at all levels in the business and which are related to
theimplementation of strategies directed towards creating and sustaining competitive
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