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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 as having having three purposes being.

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To improve productivity To ensure quality of worklife and 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 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 is ‘a mechanism for achieving a desired objective’. It can then be said that the Human Resource Strategy needs to be aligned 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 the implementation of strategies directed towards creating and sustaining competitive advantage. HRM will aid the organisation through the change (responsive) process via its long term and medium term HR strategies. The Change theory for Organisation Development defines Organisational Development as ‘a planned long-range improvement process, based on humanistic – democratic values. It uses change interventions grounded in behaviour science knowledge, which seeks to improve organisational effectiveness and employee well being’. He is in effect advocating the same long-term objectives as Kramer McGraw & Shulder to ensure the organisations effectiveness, which will in turn effect the organisation’s bottom line. Traditional Approach Traditionally HRM departments have had limited opportunity to be involved in the strategic functions of the organisation. HRM was refereed to as ‘Personnel management’ and is noted by Kramer McGraw Shulder as dealing with activities such as recrement selection, compensation, and training. It could be said that traditionally HRM has revolved around process rather than strategy. With the growing knowledge in the field and recognition that effective management of this vital resource can effect the bottom line ‘human resource management’ is now an important part of the total

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