Human Resources - Critically appraise the historical development and future direction of Human Resource Management in the Hospitality Industry
Personnel Management & Human Resource Management
Links of Corporate Strategy and Human Resource Management -- An Analysis
Image-Hospitality Industry
Organizational Behavior
Trends in Hospitality Management
Human Resourcing strategies in Hospitality Industry
Personnel Management & Human Resource Management
The practices of people management have received additional importance due to the present emphasis on the renewed interest in human resources. Traditionally, there has always been a dividing line between operational managers and personnel managers who are now called human resource managers. In the United States the function of personnel management has been a recognized function since the National Cash Register Company had opened their personnel office in the 1890s. The American personnel managers have always closely identified themselves with the objectives of the organization and this may be considered as a unitary tradition. With this tradition, it was natural that Human Resources Management emerged in a very smooth manner. Some of us had however felt that personnel management also insisted on being called as human resources management by some companies was not really a relevant management function and served only to throttle the natural flair, initiative and creativity of the people. (The Independent, 12 May, 1994).
It was felt by some that the personnel management staff should give up their dual-purpose roles and assume full management positions. There were others who were of the opinion that if the importance of human resources is to be considered price worthy, and if it was really of fundamental importance to the success of business, then it ought to be left to the operational personnel managers. The major decisions of human resources then will ultimately have to be carried through by the top managers, while it was the line management who ought to have the effects of those decisions made. These types of considerations place human resource management on an important strategic position in business rather than a simple operational matter, and the decisions of personnel managers as providing matters of great interest to senior executives. In many large organizations, the role of the personnel managers have been reviewed the low position of the personnel managers has been reappraised. It is now felt that the people are an organizations greatest resource, and hence the function of the personnel manager cannot be regarded as just being peripheral to the interest of the organization, if it controls the people of the organization. This has led to the adoption of human resources management in some form by most organizations. (Torrington & Hall, 1995)
Links of Corporate Strategy and Human Resource Management -- An Analysis
Modern strategic human resources management requires that there is a successful increased reaction between human resources management and business strategy for any successful organization. When any successful executive works in conjunction with a talented human resources manager they together can provide the basis for a very successful business operation. Ultimately, it is the design, culture and people combined with a certain set of accepted values that together gives the sustainable competitive advantage for the organization, which can be built by their co-operative efforts. This method of gaining competitive advantage, according to both the practitioners as also the published literature, is the strategic deployment and management of the employed personnel. Some experts even say that the human resources of a firm are the basis of the competitive advantage of any business organization. The experts are of the opinion that the human resources are the most important assets of any human organization. (Bratton & Gold 1999)
Thus the human resources of any organization are viewed to be very important, but, at the same time, it is also felt that these should be in perfect fit with the management and it has to be possible for the management to utilize them for the strategic plans of the management. Thus, though the importance of human resources management is recognized overall, the practice of such management has been often seen to be very difficult in practice and this has been achieved only to a limited extent. (Rowland & summers, 1981; Lorange & Murphy, 1984; Nkomo, 1984; Golden & Ramanujam, 1985; Mills, 1985; Buller & Napier, 1993). Success seems to have been achieved only in very few instances according to the published literature in these issues. In cases where the final success has yet to be achieved,...
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