Human Resource Management Assignment Sample

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Human Resource Management

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HUMAN RESOURCE MANAGEMENT

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DISCUSS AND EVALUATE THE VIEW THAT, IN AN INCREASINGLY COMPETITIVE MARKET

PLACE FOR LABORS AND GOODS, THE STRATEGIC ROLE OF HUMAN RESOURCE

MANAGERS HAS BECOME CRITICAL TO ORGANIZATIONAL SUCCESS\

INTRODUCTION

As the modern businesses faces pressure of competition and globalization, the roles and responsibilities of

Human Resources managers has transformed completely (Storey, 1999). The long-term demand of the

HR manager has increased significantly, however the global supply of talent is becoming very short. In

this competitive market place for labor and product, the major challenge or gap is the problem of

manpower everywhere (Deb, 2006). Now each and every organization, in order to succeed in the

market is in great need to place more emphasis on human resource managers (The strategic importance

of human resource development, 2004). This is because of the fact that they are playing a strategic role

in this contemporary business world. In this changing global labor market conditions, HR managers

along with the firms should be able to adapt their human resource practices accordingly. Here, in this

research report the strategic role of Human Resource Manager for the success of the organization is being

reflected by taking a case Hotel Holly House (Kapur, n.d).

Holly House Hotel

The hotel is located in the centre of London, providing stylish facilities to all its potential guests. The

hotel also emphasis on presenting pleasant and enjoyable stays to its clients. Many amenities like,

room service, tea and coffee making machines, color TV, fridge and Wi-Fi connections are made

available to customers (Welcome to the Holly House Hotel, 2012). Holly House hotel is simple yet it

renders a convenient accommodation and thus, gained a position of ideal choice for low cost stay in

London (Duggan, n.d). Today, each and every organization is starving for maximum profits and

sustaining long term viability in the market. In such as scenario role of Human resource manager

becomes strategic apparently (Nickson, 2012). Having more insight towards the Hospitality sector, it is

articulated that the role and responsibilities of HR is more vibrant and challenging in this industry

(Human Resource Management, 2012). As, this sector involves direct interaction of consumers and

employees, a significant increase in the requirement of manpower is witnessed (Giannantonio, and Hurley,

2001). In this present business era, hospitality industry is experiencing enlarged competitive

pressures. This pressure is combined result of both economic recession and advancement of

technology all across the world (The Labor Market Context of HRM, n.d). The intense





competitive situation of the hotel has modified ad transformed the role of managers and has

promoted their importance in each and every aspects of the business (Duggan, n.d). The major

challenge that lies on the part of the HR manager and Department is to retain and attract valuable

employees, rendering them proper training and development as well as ensuring them complete job

satisfaction (Boella and Turner, 2012). For the purpose of survival, growth and to achieve the

ultimate objectives, every organization requires the utilization of a complex array of resources

(Mayhew, n.d). All these factors help in informing the existence and creation of a particular company

(Bratton, n.d). The mobilization and deployment of human, material and financial as well as their

right resource- mix, provides the company leverage toward the desired end (Deb, 2006). Out of all

these resources, human resource is the most potent and central, which contributes considerably to

corporate bottom line and competitiveness. Therefore, it can be said that every organization

whether hotel or any other firm achieves sustained competitive advantage through people i.e. its

workforce. Competitive advantage is simply anything that provides the company an edge over the

competitors in its market (Human Resource Management, 2012).

Most of the organizations executives are taking more interest in the deployment and utilization of

their human resources due to the new business context (Mayhew, n.d). This new business context is

being featured by increasing globalization, market competitiveness, greater organizational complexity

and cutting-edge information communication technology (Duggan, n.d). It is therefore, HR function and

manager is playing a far more strategic role in the business as well as in the process if corporate strategic

planning. The materialization of Strategic Human Resource Management is increasingly adding more

value to the organization apparently (Ulrich, 1997).

Strategic roles of HR Manager

The competitiveness in the marketplace for labor and goods has substantially made the role of HR

managers more strategic and critical (Competitive Labor Markets, n.d). All these situations have

evoked many new roles of the human resource managers and at the same time,





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manager of Holly house find themselves in a position to develop effective tactical plans in order to knob

the emerging challenges in the company (Ulrich, 1997). Explanation of all these skills possessed by HR

manager of Holly House being a business partner is explained beneath:

Skills Demonstrated by HR manager of Holly House

On total there are seven most critical skills and competencies that HR professional of Holly House

enjoys for the success and growth of the organization. The very first is the “ Global operating skills”

(Boella and Turner, 2012). In this era of competition and globalization, each and every firm wants to

expand their global reach. Global operating skills enable them to have an understanding in regards with

the issues of globalization (Competitive Labor Markets, n.d). It also suggests them various ways in

dealing and conducting business with individuals of diverse background or nationalities. The second

significant competency is “Business and financial savvy” (Dowling, Festing and Engle, 2008).

Through this skill the HR manager of Holly House comprehends the business goals, financial reports

and possesses the business acumen for understanding and supporting the function. The third skill is

that HR manager have is “Strategic visioning, critical thinking and problem solving skills” (Heathfield,

n.d). The fourth skill is “Ability to use information technology”. In order to leverage the results

and outcomes of the business, HR manager of Holly House must be well grounded in information

communication technology (ICT). The information communication technology is defined as the

engine, which helps in driving the modern organizations towards business success as well as provides

them sustainable competitive advantage. The fifth strategic skill is “Deep HR knowledge”. This is the

area where HR manager of Holly House lacks behind. In this competitive environment, this skill

is required on their part apparently (Inyang, 2010). For the purpose of adequately articulating HR

practices, each and every manager should be well grounded in the theoretical and practical

fundamentals of HR. More investment of time and resources is required in regards with training and

development (Heathfield, n.d). The sixth one is “Change management skills ”. This is considered as the

most important skill. In an organization diverse people work in same umbrella (The strategic

importance of human resource development, 2004). Thus, HR manager of Holly House needs this skill

to move the organization towards new and more efficient path of doing business. In order to manage the

change in the organization, the manager is required to show commitment. The last, however most

important skill is “Organizational effectiveness skills”. With these skills, HR manager diagnose

the effectiveness of the firm as accurately as possible, so as to portray their current and future state.





With this type of skills, manager will be in a position to monitor and correct inefficiencies (Snell and

Bohlander, 2012). Therefore, being a strategic business partner, HR manager of Holly House enjoys these

skills, which will further lead them in contributing to vision, strategy and critical thinking in order to

achieve credibility for the HR function (Mayhew, n.d).

Barriers in Strategic approach of HR manager

However, there are many factors and barriers while introducing a strategic approach of Human Resource

Manager within a company. HR manager of Holly House does not operate in a vacuum (Boella and

Turner, 2012). They are highly influenced by and in turn influence wide range of factors like, changes in

technology, social values, laws and economic conditions, which are present both in the external

environment of the organization as well as in internal factors like, objectives of the firm, its strategy,

culture and structure (Human Resource Management, 2012).

In the path of adopting a strategic approach to human resource management, the most significant barriers

within an organization is that there are few HR managers, who are significantly involved in the process of

decision-making and strategic planning, but they are not taken as a strategic contributors (Poole,

1999). For the purpose of recognizing the important role being played by Human resource managers in

all facets of a business like, contributing in HR activities, implications of HR issues etc,

improvement in the performance of HR professionals is pre- requisite (Armstrong, 2008). The

strategic role of the human resource managers in order to take the organization to the path of success

demands proactive thinking (Holsapple, 2000). Being a HR manager he need to identify the

external influences that might pose impact on the organization and management of its manpower

(Mayhew, n.d). These external factors are political, legal, social, technological, cultural,

environmental, demographics etc (Human Resource Management, 2012).

Internal influences involve examination of factors that are found within the organization.

Some of these factors are organizational culture, vision, strategies, culture, and structure and

polices (Giannantonio, and Hurley, 2001). Explanation of all these aspects is given: The first one is the

organizational culture. The culture of the company is being formed by the organizations psychological

and social climate (Competitive Labor Markets, n.d). It is the culture of the firm which presents the

values, beliefs, assumptions and symbols that define the way company carry out their business

(Armstrong, 2008). Through the culture of the organization, employee make





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Employees lack necessary skills and are unable to do so than ultimately the growth of the company will

become stagnate and will going to fail in long run (Giannantonio, and Hurley, 2001). As major

changes and shift from an industrial society to information society is being noticed in the current

phase, many challenges and obstacles are coming across in front of all HR managers. They need to

improve their performance in order to achieve the aims and objectives of the firm at a skyrocket pace

(Taggar, MacDonald and Sulsky, 2008). If each and every organization, irrespective, to which

industry they belong, wants to compete successfully with the other firms in the world than they should

manage their employees quite differently. This can be articulated form the fact that Human Resource is

the major source of competitive advantage for the firms. If the challenges needs to be met, than a

revolution in management and HRM thinking is needed apparently (Armstrong, 2008).

Conclusion

From the above fact it can be concluded that the emergence of strategic role of Human Resource

Managers as a paradigm shift generated more value-added core responsibility. It has also emphasized

on the need of integrating HR practices with business strategy (Snell and Bohlander, 2012). As per

SHRM strategic business partner model, “For attainment of business strategy and goals, critical

organizational capabilities and performance behaviors are quite necessary”. Strategic role of HR

managers is more radical and systematic approach for managing the human capital (Jain, 2005). It pays

more attention towards organizational performance rather than emphasizing on individual performance

(The strategic importance of human resource development, 2004). With this role, congruence of HR

practices with business strategies is made possible, which in turn enables the firm to achieve sustained

competitive advantage as well as success and growth (Inyang, 2010).





REFERENCES

Books and Journals

Armstrong, M., 2008. Strategic Human Resource Management: A Guide to Action . 4th ed. Kogan

Page Publishers.

Boella, M., and Turner, S. G., 2012. Human Resource Management in the Hospitality Industry.

Routledge. Deb, T., 2006.

Strategic Approach to Human Resource Management Concept, Tools And Application.

Atlantic Publishers & Dist.

Dowling, P. J. Festing, M., and Engle, A. D., 2008. International Human Resource Management:

Managing People in a Multinational Context. 5 ed. Cengage Learning EMEA.

Giannantonio, C. M., and Hurley, A. E., 2001. Executive insights into HR practices and

education. Emerald Group Publishing Limited. 10. pp.183-208.

Holsapple, C. W., 2000. An investigation of factors that influence the management of knowledge

in organization. Journal of Strategic Information Systems. 9. pp.235-261.

Jain, P., 2005. A comparative analysis of strategic human resource management (SHRM) issues in

an organizational context. Library Review. 54(3). pp.166-179.

Nickson, D., 2012. Human Resource Management for the Hospitality and Tourism Industries.

Elsevier Poole, M., 1999. Human Resource Management: Critical Perspectives on

Business and Management. Routledge.


Human Resource Management Assignment Sample

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