HUMAN RESOURCE MANAGEMENT

Introduction

For any industry to perform well, it must obtain individuals with talents. The identification of the required talent to fill certain positions and responsibilities is critical to a company’s effective functioning. In most cases businesses fail to dedicate full attention to this subject (Armstrong, 1999; Green 2005). The natures of businesses keep changing as a result of the change in technology, the shifting work force and also the cultural and demographic changes and the transforming nature of the work itself. It is therefore significant to acquire new skills and develop new capabilities for the purpose of responding to these changes (Green 2005). The purpose of this paper is to document on HRM function in The Milestone Hotel

1.1  The Role and Purpose of Human Resource Management in the Milestone Hotel.

The key role of HRM in the Milestone Hotel includes hiring, training and the development of workforce and where essential disciplining and dismissing them. Through adequate training and development, the employees at Milestone Hotel achieve promotion within the organization and reach their full capabilities. This minimizes the necessity for the recruitment of the external employees and ensures there is maximum use of the available capability (Mathis & John, 2005; Green, 2005). This has been an effective way for the milestone hotel to manage its staff.

The HRM function in Milestone hotel not only handles the existing employees, but is also responsible for planning for changes that will impact its future staffing requirements, what is referred to as work force planning. For instance, in future the business may develop into new markets such as Milestone Hotel moving into international outside catering services. It may utilize new technology which necessitates advanced skills like global positioning tools. Some of the existing staff may retire or acquire promotions, leaving vacancies which should be filled (Rossiter, 2003).

There could also be external transformations in the labour market implying that there may be minimal skills available or too much within a particular area. HRM within the Milestone Hotel is therefore responsible for monitoring al these things in planning the selection strategy. Thus HR can be defined as the organizational function responsible for acquiring and maintaining competent employees. In the present multifaceted environment, fulfilling this mission is a key contributor to the success of a company (Johnston, 2002). The HR department of the Milestone Hotel is responsible for Employee relations, selection, staffing, training and development, remunerations, pensions, facilities, security as well as health and safety (Duncan, 2009).

1.2  Human resources plan based on an analysis of supply and demand for the Milestone Hotel business

The milestone Hotel is presently operating in a swiftly transforming and competitive environment. Therefore the HRM of the Milestone hotel has to optimize the utilization of the existing employees so as to be competitive. Human resource planning therefore attempts to reconcile the company’s requirements for the resources with the existing supply of labour (Solomon, 2000). According to the Milestone Human resource manager, Human Resource Planning (HRP) is a logical planning in quantity and quality of the work force for the purpose of ensuring smooth operation of the company.

The HRP process at milestone hotel is a straightforward and very effective one. At the head there is the company headquarters consisting of the HR advisor. The corporate is in charge of setting target. Then there is the demand and supply forecast of the HR where the HR department of Milestone hotel analyses the quantity and quality of the work force requi9red for each department and they also assess whether they exist internally, within the company. If yes the number available is determined and the required. If ever there is a shortage, there are specific measures that Milestone takes such as apprentice within the company thus exploiting the general apprenticeship plan, internal training programme, employment of non-permanent staff during peak times and employment of the management students both from the universities and hotel colleges. After the identification of quantity and quality, follows the staffing procedure. After this process, an agreement is signed (Edgar & Geare, 2005; Sims, 2002). In case the selected are beginners, they go through a complete induction program or in case they were initially working at the company, they go through a basic training program. After the completion of the training program, they are allowed to officially join the work environment.

HR planning is stringently executed at Milestone (Lewthwaite, 2006). HR is a very expensive element in any company for the reason that in case anything goes wrong, then the first thing any company does is to reduce the no of workers. Milestone hotel has its unique HR plan that is defined by the company. It’s manning lead on quantity and quality of the HR and the individuals required is well described based on the job description. The HR plan of Milestone hotel is aligned with the business objectives which are to focus on up market food supply-, which means having competent workers for service delivery (Govindarajulu, 2004).

2.1 Assessment of the current state of employment relations in the Milestone hotel

Employee relations imply the management of the employer and worker relationship. In Milestone hotel,   employee relation is a term used in describing the company’s actions in preventi9ng and resolving problematic issues that arises from the situations at the workplace. Milestone ensures good relations between the organization and the workers’ unions. The goal of the employee relations program in Milestone hotel is to enhance worker satisfaction and ensure good morale among the staff members, for contented staff members are more productive and improved productivity is linked to better bottom line for a company (Fuchs, 2002).

To ensure good effective employee relations, Milestone hotel has clearly documented policies which describe the company’s philosophy, regulations and procedures for addressing the worker related issues and problem resolution within the company. Milestone hotel has two employee relations representatives who work in the HR unit and makes sure that the organizations policies are obeyed (Gardner &Palmer, 2005). They also listen to the employees and their supervisors and work effectively with the two groups for the purpose of resolving problems and addressing concerns. Employee Relations in milestone hotel is not a one size fits all solution, the strategies for effective for employee relations of the company take numerous forms and vary based on the location, business and individual leadership viewpoints (Sims, 2002).

 Communication is the most fundamental element emphasized by the Milestone Hotel that has ensured successful relationships with the staff members. To feel comfortable with the business the Milestone hotel has ensured that its employees are aware of what is going on with the business which includes the management plans and how the plans may impact their jobs. The Milestone Hotel management has always kept the staff members aware of the latest developments by means such as email notices, bulletins, workers portals, regular conferences as well as special events. The company has also open lines of communicating which are informal like one n one interaction between the workers and their supervisors.

2.2  Discuss how employment law affects the management of human resources in the Milestone hotel

Apart from the federal legislation, the United Kingdom has its own employment laws that affect the management of human resources of all businesses. In the Milestone hotel, such employment laws affect the company’s aspects such as record maintenance, labour relations, workers criminal records check as well as the mileage payment requirements for the staff members. The laws that affects the Human resource decisions and acts within the Milestone hotel includes the equal employment law, the discrimination law, the labour law as well as the health and safety laws (Gardner & Palmer, 2005; Green, 2005).

The discrimination laws helps to eliminate the issue of prejudice against the workers in terms of race, colour, religion, gender and origin. The employees of the Milestone hotel enjoy the fact that they are not discriminated for one reason or the other. This law extends the proscription of discrimination in recruitment process and the firing acts to the workers aged 40 and above. The medical and disability law governs how the Milestone Hotel treats its workers with special health conditions (Armstrong, 199). The law forbids the company from discriminating against the workers with special medical care need. As a result the Milestone hotel has all kinds of employees and this has enabled the disabled clients to access the services provided by the hotel.

Conclusion

The aspect of human resource is very significant for the success of any kind of a business regardless of the size and operations of a business. As a result of the great competition and globalization globally, it is important for companies to train and develop their workers for the purpose of ensuring that they are more efficient at work. This explains why the effective HRM is significant for any company. HRM roles are idyllically placed close to the theoretic centre of the company with accessibility of the company’s operation. The HRM department is mainly charged with the management of productivity and the development of the employees at all levels. 

Reference

Armstrong, M. (1999). A Handbook of Human Resource Management Practice. Kogan Page Limited, 1999.

Duncan, S., (2009): ScottishPower Human Resource Director.

Edgar F, Geare A, (2005) HRM practice and employee attitudes: different measures-different results. Personnel Review 34(5): 534-549

Fuchs M, (2002) Changing employment relations, new organizational models and the capacity to use idiosyncratic knowledge. Journal of European Industrial Training 26/2/3/4:154-164.

Gardner,M and Palmer, G.(2005). Employment Relations: industrial relations and human resource management. Macmillan. Australia.

Govindarajulu N, Daily BF, (2004) Motivating employees for environmental improvement. Industrial Management & Data Systems 104(4): 364-372.

Green, P.C. (2005). Building Robust Competencies: Linking Human Resource Systems to Organizational Strategies. Jossey-Bass.

Johnston, J.(2002).”Time to Rebuild Human Resources.” Business Quarterly. Winter.

 Lewthwaite, J., (2006): Managing people for the first time, Recruitment and Selection. Thorogood Publisher

Mathis, Robert L., and John H. Jackson. Human Resource Management. Thomson South-Western, 2005.

Rossiter, J.A.(2003) Human Resources: Mastering Your Small Business. Upstart Publishing.

Sims, R., (2002): Organizational Success through Effective Human Resources Management. Quorum Publisher

Solomon, Charlene Marmer. “Working Smarter: How HR Can Help.” Personnel Journal. June 1993.