HRM-340- Human Resource Info Systems (subject) CASE SENARIO: Castle's Family Restaurant restaurants northern California area approximately 300-340 employees. Most employees part-time approximately 40% full-time. Human resource information systems at the Castle's Family Restaurant

The restaurants industry is a highly competitive and dynamic one, with the players in the sector having to go beyond servicing high quality and affordable foods. Specifically, the restaurants are now forced to cope with a wide array of challenges that arise from both micro as well as macro environments. For instance, they have to foresee and serve customer needs, to integrate changing customer demands, to create operational efficiencies, to integrate technologies or to manage the human resource.

At the level of the human resource, this is the most valuable asset within the firm as it has the possibility to serve the needs of customers and, as such, support the company in attaining its overall profitability objectives. In such a setting, the management of the personnel is crucial within the restaurants, but it is also essential for this management to be completed in a cost and operationally effective manner.

2. Business assessment

The Castle's Family Restaurant is a medium size enterprise, operating eight remote locations across Northern California and employing an estimated 300, up to 340 individuals in all of its facilities. The majority of these staffs, namely 60 per cent of them, are employed as part time workers, whereas the remaining 40 per cent are contracted as full time employees. In such a setting, the strict management of the working hours is difficult to conduct due to the flexibility of the schedule. Specifically, the part time employees work somewhere between 4 and 6 hours, and this schedule makes it difficult for the restaurant manager to create clear...

Additionally, the rate of employee turnover is also higher among the part time staffs, further adding to the complexity of the HRM activities.
The HRM activities are completed by the firm's operational manager, namely Jay Morgan, who travels to the eight locations on weekly basis in order to manage all the activities pegged to the personnel, such as scheduling, recruiting, hiring or even answering the questions of the staff members. Virtually, within a single week, Morgan has to make eight trips to the locations of the restaurants and this effort is time and money consuming. In such a setting, a question is being posed relative to the alternative solutions that could be implemented within the Castle's Family Restaurant in order to create more cost and operational efficiency.

3. Identified problems

Based on the assessment previously conducted, several problems are identified at the Castle's Family Restaurant. These are revealed below, followed by proposed solutions to resolving the issues. Specifically, the human resource problems at the family restaurant include the following:

High employee turnover rates among the part time employees; coupled with a high percentage of part time employees. This category of personnel members is less reliable and more prone to cause HR inefficiencies.

Decreased operational efficiency on the human resource management operations completed by Jay Morgan. At this level, it is also noted that the role of the HR manager is assumed by the operational manager, who possesses limited expertise in this field. In the case of small size companies, it is often the case for several roles to be performed by the same individual, but the results may also be negative ones.

As it can be observed from the listing above, there are numerous problems as the Castle's…