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Diploma in Business
Unit Number and Title
Unit 21 Strategic Human Resource Management
Human resources are the most important aspects in any of the organisation and play a major role in carrying out the business effectively. The strategic human resource management is been defined as an approach being used to manage the human resources which contributes in the achievement of the organisational goals with a strategic framework. The approach basically concentrates on the long term issues of the people, identifying the resources for future needs and concerns about the quality, value and structure of the business. Therefore, the present report is been carried out with the purpose to understand the concept of strategic HRM and relate them with the functionalities of the Hotel Hilton. Hotel Hilton is a leading hotel chain being situated in UK (Chathoth,2016). The report would help in evaluating the external and internal business environment of Hotel Hilton so that to identify the factors affecting its functionalities. It would the evaluate various human resources policies and procedures in context to the operation of the hotel and would even make relevant recommendations stating the initiatives to be made to retain and attract the human resources for the hotel.
The analysis of external and internal environmental conditions helps an organization identify the factors which might influence its functionalities and performances to the great extent. The environmental analysis is been mainly considered as a strategic tool which is been carried out by various organization behaviour in various fields. The analysis mainly includes the levels of opportunities or threats which are been presented by the factors and affect the business operations of the hotel (Truss.et.al, 2013). The evaluation even contributes in the decision making process by the authorities and make better strategies out of the same. The strategies are been aligned with the environmental factors within the business. The environmental analysis is mainly classified in two types, i.e. internal and external environmental analysis. The external environmental analysis is been considered as a study and the evaluation of the macro environmental factors, competitor analysis in context to the growth standards of an organization. It has been found that the macro-environmental forces are the dimensions in the wider society that influences the firms within itself. It largely focuses on the future prospects of events while the internal environmental factors are the aspects which occur within the business organization. It has been identified that the internal factors of an organization are easier to be controlled as compared to the external factors. In order to carry out an internal environmental analysis of Hotel Hilton, SWOT analysis would be used and for external environmental analysis PESTLE would be carried out. SWOT analysis of Hotel Hilton is as follows:
Table 1: SWOT analysis
The PESTLE analysis is mainly a strategic analytical tool which is the combination of political, economic, social, technological, legal and environmental factors. The pestle analysis of Hilton Hotel would include the evaluation of the possible effects of the factors on the performances of the hotel and its long term growth prospective. The external environmental analysis of Hotel Hilton is as follows:
The strategic human resource management is a wide spread aspect which help an organization in various ways in order to meet their performances and objectives. It has been identified that there are wide ranges of the Strategic human resource management models which would help in providing an objective representation of the management issues in the organization. In context to the functionalities of Hotel Hilton, it has been found that the models would be contributing in identifying various aspects of the hotel and would lead towards the improvement where required. There are mainly 13 strategic human resources management models which could be used by the management of the hotel Hilton effectively (Rao, 2014). The models are as following:
In addition to this, with the arrangement of the human resources in the hotel Hilton it is required to understand various human resource policies and procedures which would lead to the improvement of the existing operation and make new initiatives towards the same (Mello, 2014). It has been found that by implying various human resources policies and procedures into the functionalities of the hotel the management would be able to convey the values and expectations of the procedures carried out in the business. It would help in implementing the best practices into the business operations of the hotel. The HR policies are been divided into two major parts i.e. on the basis of source and on the basis of description. On the basis of sources the policies are further classified as; originated policy, implicit policies, imposed policies and appealed policies while on the basis of description includes general policy and specific policy.
Human resources management is been considered to be the most important aspects in any of the organization as they helps in contributing in the achievement of the desired objectives and success over the business. Human resources are the major assets of an organization and require to be paid enhanced attention over them and retain them for the longer periods of time. In order to attract and retain the resources in Hotel Hilton it is very important to adopt various initiatives so that to make them contribute in the enhancements in the performances of the hotel effectively. There are various factors which influence the employee retention and ensure effective outcomes with the same (Truss.et.al, 2013). Hotel Hilton must keep these factors in mind while carrying out the recruitment process for the resources so that to attract and retain them for the longer periods of time and motivate them towards the achievement of the set goals. By adopting new approaches of HRM, Hotel Hilton would be facilitated in attracting new resources and retain the existing one effectively. It has been recommended that the management of Hotel Hilton must keep some of these factors so that to attract and retain the resources for its functionalities and the enhancement of the performances:
However, managing human resources requires having an effective planning and strategies in order to establish an efficient environment and extract the desired levels of outcomes. Attracting and retaining the employees is been considered to be a complex task and thus strategic human resources management would contribute in the establishment of various initiatives and make better use of the resources at the workplace specifically (Su.et.al, 2015). In addition to this, there are various barriers to implement the initiatives such as cultural differences, various legislations, etc. It has been found that there are numerous employees in an organization from diversified cultural backgrounds which many times restrict the management to develop a homogenous environment and establish a common uniformity. Various working practices and legislations also limit the organization to carry out any of the initiatives such as working flexibility or any other freedoms.
With the above report it has been found that the strategic human resource management is an approach which is being used to manage the human resources which contributes in the achievement of the organisational goals with a strategic framework. It has been found that the analysis of external and internal environmental conditions helps an organization identify the factors which might influence its functionalities and performances to the great extent. The report revealed that the increased health concerns among the people had made Hilton focus on the quality food and deliver the best services to the customers. Even it has been identified that it is very much important that the management of Hotel Hilton must abide by the rules and legislations of the government concerning the health and safety, customer rights protection, minimum wage rates ac, etc. these legislations could lead to severe penalties if violated any of the acts of the government. Moreover, it has been also acknowledged that there are wide ranges of the Strategic human resource management models which would help in providing an objective representation of the management issues in the organization. It has been even recommended that by adopting new approaches of HRM, Hotel Hilton would be facilitated in attracting new resources and retains the existing one effectively.
Books and journals:
Ahsan, L., Qazi, B. and Syed, S., 2014. Strategic Management of Multinational Companies: Case of Hilton.
Allen, D.G., 2016. Retaining Talent: A guide to analyzing and manageing employee turnover. SHRM Foundation’s effective practice guidelines series society for human resource management.
Chathoth, P.K., 2016. Historical evolution of hotel chains. The Routledge Handbook of Hotel Chain Management, p.27.
Della Corte, V., 2016. The strategic environment of hotel chains. The Routledge Handbook of Hotel Chain Management, p.57.
Dunn, W.N., 2015. Public policy analysis. Routledge.
Jackson, S.E., Schuler, R.S. and Jiang, K., 2014. An aspirational framework for strategic human resource management. The Academy of Management Annals, 8(1), pp.1-56.
Kolios, A. and Read, G., 2013. A political, economic, social, technology, legal and environmental (PESTLE) approach for risk identification of the tidal industry in the United Kingdom. Energies, 6(10), pp.5023-5045.
Lin, X., 2016. Strategy Analysis of a Boutique and Lifestyle Hotel: A SWOT Analysis (Doctoral dissertation, California State Polytechnic University, Pomona).
Mello, J.A., 2014. Strategic human resource management. Nelson Education.
Phillips, J.J. and Phillips, P.P., 2016. Handbook of training evaluation and measurement methods. Routledge.
Purce, J., 2014. The impact of corporate strategy on human resource management. New Perspectives on Human Resource Management (Routledge Revivals), 67.
Rao, T.V., 2014. HRD audit: Evaluating the human resource function for business improvement. SAGE Publications India.
Scully, J.W., Buttigieg, S.C., Fullard, A., Shaw, D. and Gregson, M., 2013. The role of SHRM in turning tacit knowledge into explicit knowledge: a cross-national study of the UK and Malta. The International Journal of Human Resource Management, 24(12), pp.2299-2320.
Su, Z.X., Wright, P.M. and Ulrich, M.D., 2015. Going Beyond the SHRM Paradigm Examining Four Approaches to Governing Employees. Journal of Management, p.0149206315618011.
Truss, C., Shantz, A., Soane, E., Alfes, K. and Delbridge, R., 2013. Employee engagement, organisational performance and individual well-being: exploring the evidence, developing the theory. The International Journal of Human Resource Management, 24(14), pp.2657-2669.