HRM assessment

Topics: Human resource management, Management, Human resources Pages: 10 (2409 words) Published: April 20, 2015
A Critical examination of the
Human and Resource management of the
SNOW Mountain Hotel

Table of Contents

Cover Page ……………………………………………………………………………………………1 Contents...……………………………………………………………………………………………..2 Introduction…………………………………………………………………………………………..3 Business Partner Model
Definition of the Business Partner Model…………………………………....3 Drivers of the Business Partner Model…………………………………………3 Value to the business and Potential Drawbacks.......……………………4 The use of Centralised Shared Service Centres

Meaning of Shared Service Centres…………………………………...........5 Internal and External Drivers of Shared Service Centres ......……..5 Benefits and Drawbacks ………………………………………….....…………….5 Devolution of HR Responsibilities to the Line Manager

Defining Devolution .........................................………………………….6 Benefits and Drawbacks…………………….....………………………………….6 Practical Issues to be Addressed…................................……………..7 Conclusion…………………………………………………………………………………………..8 References....................……………………………………………………………………….9 Appendix...............……………………………………………………………………………..10

Introduction
The purpose of this report is to critically analyse and highlight the main HR issues which are affecting the SNOW Mountain Hotel and to advise the management of the hotel on how to improve the HR model currently used within the organisation. The new HR strategy which is being used by the business has its advantages and disadvantages that need to be taken in to consideration by the managers. Since the removal of the on-site HR professionals and the introduction of shared service centres, the SNOW Mountain Hotel HR managers will be devolving responsibilities to the line managers. The organisation has to make sure they implement the new business partner model as best as they can.

Business Partner Model

Definition of the Business Partner Model

The Business Partner Model refers to HR professional working closely with the manager of the organisation to achieve shared organisational objectives, mainly implementing HR systems and policies (Ulrich, 1998). The HR Director is willing to promote the Business Partner model of HRM across the SNOW Mountain Hotel of having a Shared Service Centre "hoped that doing so will improve the overall quality of HR admin across the organisation, freeing up more time for in-house staff to focus on strategic work" ( SNOW Mountain Group, no date). According to the work of David Ulrich HR professionals should adopt a strategic business partnership approach, in order to do this he suggested together with Brockbank W. 5 roles needed from HR professionals. The roles can be found in Appendix 1.1.

Internal and External drivers of the Business Partner Model

There are internal and external drivers which affect the achievement of the business partner model, therefore these drivers need to be examined because they influence the development of HR policies and practices. One of the internal drivers affecting the organisation within the new business partner model is the great possibility of reducing costs involved with HRM by improving the quality of HRM for all The SNOW Mountain Hotel. Another relevant internal driver is the organizational culture of the business, the adaptation of the new model is connected to the Hotel’s goal of recruitment strategy that emphasises attitude “we hire for attitude and train for skill” (SNOW Mountain Hotel, no date). In order for this to happen all the HR strategies need to be implemented. The external drivers of the business partner model are often classified as PEST (political, economic, socio-cultural trends, technological). One of the main external drivers is the advancement of new technology which affects the way of how work is organized and managed. A hypothetical improvement in technology could result in people being replaced by technological resulting in redundancies, although by centralising the HR...

References: Beer M. and Guest D. (1984), A concise introduction: Human and Resource Management, Chapter 1,pp 6.
Legge K. (1995), HRM: rethoric, reality and hidden agendas, in J. Storey (ed.) Human Resource Management: A critical text, London : Routledge.
Maatman M
Purcell, J., Kinnie, N., Hutchinson, S. et al. (2003) Understanding the People and Performance Link: Unlocking the Black Box, London: CIPD
Reddington, Williamson and Withers (2005), Transforming HR (2 ed.), 23 (7) pp 58
Storey (1995), Human Resource Management, A critical text, London: Routledge.
Ulrich D. and Brockbank, W. (2005) People Management, 11(12) pp 24-8
Ulrich D
Wilkinson, A. (2011) Guest editors’ note: New times for employee voice?,Human Resource Management, 50(1) pp 65.
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