Hrm Case Study

Topics: Human resource management, Human resources, Management / Pages: 9 (2231 words) / Published: Nov 19th, 2010
GRADUATE CERTIFICATE IN HOSPITALITY MANAGEMENT

Human Resource Management in Hospitality Operations

A review of the key policies and practices that Little Chef HR department use to achieve service quality

Word Count: 1812
Human Resource Management This academic work discusses the hard and soft models of Human Resource Management (HRM) based on the Little Chef case study which helped to understand and identify the key policies and practices used by Human Resource to meet the objective of service quality. Human Resource Management is defined as a number of ways to people management, Price (2007). Armstrong (2006) supports this view when he says that the objective of the human resource management is ensuring the organisation’s ability to implement the marketing and sales strategies of the organisation and attain the objective successfully. However, the concept HRM is controversial due to numerable theories and different ways of management, says Price (2004). By critically debating the hard (Michigan) and soft (Harvard) models of Human Resource Management to the ‘Little Chef’ case study, the key policies and practices used by HRM to attain the best service quality can be understood in a better way. Bizmanualz (2008) states that the duty of the HRM is multifunctional as it handles and manages various activities such as record keeping, planning, selection, recruitment and dismissal of employees, salary administration and customer related issues. In other words, the main or the only duty of HRM is decision making as suggested by Dale (2003) that is crucial and most difficult. The Michigan school consists of four main functions. They are selection, appraisal, rewards and development of human resource. On the other hand, the Harvard model gives importance to shaping the staff for the institution (Armstrong, 2006). The Harvard model according to Armstrong (2007) considers the employees as potential assets of an organisation. According to Legge (2005), the hard model



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