Human Resource Management Practices

This assignment delves into the world of Human Resource Management, focusing on its strategic application. It examines various HRM practices, theories, and their impact on organizational success. Drawing upon a range of scholarly sources, students will analyze the complexities of modern HRM and its role in shaping competitive advantage.

HUMAN RESOURCE
MANAGEMENT

Table of Contents
INTRODUCTION...........................................................................................................................3
TASK 1............................................................................................................................................3
1.1 Role and purpose of human resource management..........................................................3
1.2 Human resource plan based on supply and demand of service industry..........................5
TASK 2............................................................................................................................................7
2.1 Current state of employment relation in Hilton hotel.......................................................7
2.2 Affects of employment law on human resource management.......................................10
TASK 3..........................................................................................................................................11
3.1 Job description and personal specification.....................................................................11
3.2 Compare the selection process in service industry.........................................................13
TASK 4..........................................................................................................................................14
CONCLUSION..............................................................................................................................22
REFERENCES..............................................................................................................................23

INTRODUCTION
The human resource management is important for the growth of organisation. The human
resource management contribute is group of activities to mange the recruitment and attrition rat
of employee and their development to carry out functions of organisation accurately. Human
being are the flexible and adaptive in nature (Armstrong and Taylor, 2014). They can mould
their behaviour and cations according to the change in environment and needs of the
organisation. So, the management for humans and creating opportunity for growth is important
for the organisation. The Hilton hotel is having friendly staff dealing with the customers in hotel
and ensures delivery of satisfactory services.
In this report concept of the human resource management along with various controlling
and regulatory measures of workforce performance in service industry is studied. This report
deals with the various process and role of management department for career growth of
employee and enhancement of workforce performance. A case study of newly opened 80 rooms
unit of Hilton hotel in Stratford describes the importance of training and development
department of the hotel industry. Staff of the Hilton hotel requires various type of training like
orientation training to gain knowledge about company visions, mission and the work culture of
the organisation. This report studies the need of training and analyse the appropriate strategy for
development of the employee and the Hilton hotel.
TASK 1
1.1 Role and purpose of human resource management
Human resource manger should have good leadership style and management skills to
maintain the performance and supply of the employee to the organisation. The management team
regularly keep check on the performance of employee and try to resolve the gaps between
desired performance and actual performance (Armstrong, 2011). Human resource training and
development is important aspect of development in newly established Hilton unit in Stratford
London. The human resource are the main asset for the hotel industry and in providing good
quality services to the customers of Hilton. The human resource management are having great
importance in development of employee. The human resource of Hilton are well trained and
introduced to the culture of organisation in order to help them in providing standard facility and

services to the guest of hotel. The role of human resource management in Hilton hotel services
are as follows:
 Recruitment: Staffing is one of the most important activity of the human resource as
management as the employee is introduced first item in the organisation with help of
recruitment and selection process. The HR manager should plan staffing design and the
job descriptions and specification appropriately in order to ensure the hiring of people at
right position with specified qualification in Hilton hotel (Berman and et.al., 2012). The
person implement strategy according to need of no. of employee in organisation and the
plans fro their development.
 Training and development: Training is part of the overall development of the employee.
The human resource manger is engaged in developing training programme that enhance
the capabilities and efficiency of the employed of hotel chain. Training enhance the
performance of the staff of organisation and develop a chance to exploited future growth
opportunities. The various type of training implemented in Hilton hotels are ethical
training, sexual harassment training, team building training, training for developing
interpersonal skills. All these types of training provides individual to enhance skills,
knowledge and leads to personality development and career growth of employee of hotel.
 Performance appraisal: these are the methods and strategies developed by human
resource department to enhance the performance of employee so that the staff of
organisation can work efficiently and effectively by optimum utilisation of resource of
the company. Performance appraisal techniques used to motivate and appraise the
employee of the company engaged in hospitality services (Boxall and Purcell, 2011).
 Succession planing: Succession planning is also a part of carer development of the staff.
Succession planing involves various stages of development of employee. The human
resource manger asses the performance and capabilities of prospective employee for
higher posts in the organisation and motivate them and helps them to develop standard
capabilities relevant tin achieving higher positions in the hotel.
 Employee engagement: Employee engagement is the strategies develop to provide better
workplace for increasing employee satisfaction level at workplace. The Hilton hotel
develop various methods of employment engagement so that the employee contributes in
the development of the hotel efficiently and passionately.

 Employee reward and appraisal: The various kind of rewards system and appraisal
methods provides motivation to the staff of Hilton. Awards, monetary and non monetary
rewards provide a reason of self motivated behaviour on workforce of the Stratford
Hilton.
1.2 Human resource plan based on supply and demand of service industry
The human resource plan is ongoing process of human resource management as it asses
the various needs of human resource in the organisation. The human resource plan of Hilton
hotel helps in developing performance standards and forecast the supply of employee best on the
current capabilities and the future needs of capabilities (Bratton and Gold, 2012). The human
resource plan is dependent on various internal and external factors also. Human resource
planning involves assessing the positions and skills required in the Hilton and the sources of the
employee that fulfil needs of organisation and contributes in profitability of the hotel. This plan
involves the selection of appropriate candidate and growth opportunists fro the particular staff of
hotel. The planning of human resource analyse the various sources of supply and the demand of
employee in the organisation and try to resolve gaps between supply and demand issues in Hilton
80 rooms unit of Stratford London. The various stages of human resource developed on the basis
of analysing supply and demand of Hilton hotel workforce are defines as follows:
Step 1. Assessing the current human resource: The human resource manger is engaged in
the maintain a regular check on employee performance in organisation. The organisation analyse
the capabilities and competencies of the individual working with Hilton hotels and analyse them
with the performance standards (CHUANG and Liao, 2010). This includes various plans for
resolving the gaps and if the gaps can not be filled efficiently then the manager have to fire
employee and there is creation of vacation for that post in the company. The manger of the
human resource department recruit, regulate, control, monitor the employee competencies and
performance in the Hilton. And analyse the performance with standards of qualities require to
accomplish job effectively. This leads planning of the vacancies, strategies to reduce employee
turn over in the Hilton hotel. All these activities are managed thorough development of human
resource plan established by manger and somewhat by key position people in the Hilton hotel.
The companies are having different succession plan in the organisation to attain important
positions in the hierarchical structure. The labour turn over of the organisation helps in
developing various vacancies available in the company and the demand forecasting. Higher the

labour turnover will leads to more vacant positions that are later on filled by either internal
recruitment or the external recruitment or through succession planning approach.
Step 2. Demand forecasting: Manager of Hilton human resource department analyse the
demand of candidate on vacant position and make priorities according to need of hiring
appropriate applicant. Newly established Hilton in Stratford requires a skilled and qualified
employee to carry out the task appropriately with maintaining standards of services provided by
the hotel (Daley, 2012). This involves forecasting the demand of employee and the demand in
relation to specific skills and experience in organisation. The total no. of employees needing in
the new unit of the Stratford hotels are one general manager, 4 front office person, 2 chief chef
and 4 junior chefs and housekeeping department is needing 14-15 staff in the hotel.
Step 3. Supply forecasting: Supply forecasting develop in relation to the plans and
strategy to fulfil the demand of employee in firm. This involves selection of appropriate source
of employee in the Hilton hotel and also analyse the various strategies reduce the gap between
current capabilities and future needs. The supply management of human resource in the Hilton
involves both hiring from internal sources and external sources. This supply forecasting defines
the plans of Hilton to fulfil the required personal in the organisation. This involves various
internal means like promotion, horizontal transfer, vertical transfer, interdepartmental transfers
etc. accomplish the forecasted demand. The supply management also involves the external
sources methods like mass hiring, campus hiring, walk-in etc. So, these are some method
developed by the manager of Hilton to complete the needs of human resource department in the
organisation.
Step 4. Analysing gap between supply and demand: This involves the matching and
analysing the holes between the supply and forecasted demand by the human resource manger.
This stage of human resource plan involves making statistical analysis of actual demand and the
sources of supply of workforce in 80 rooms unit Hilton in Stratford London. This involves
various quantitative analysis of gaps and estimate the actual needs of human resource department
of Hilton (Guest, 2011). This involves analysis of current human resource available in
organisation and the future needs of Hilton hotel. The steps involves development of analysing
techniques to resolve issues related to over staffing or the shortage of employee in the Hilton
hotel. The Hotel group is having higher demand of workforce to be hired in firm in order to carry
out hotel functions appropriately. This is newly established branch of Hilton which is having

great vacancy in different department of organisation. Supply sources for the firm can be from
the host or parent country. The venture can adopt hiring and selection of key authority person
from parent country and may go fro accomplishing need of supply from local people at executive
level.
Step 5. Developing action plan: This is the last stage of development of human resource
plan. This contributes in the execution of plan selected on the basis of demand and supply to
fulfil the need of employee and resolving the problem in relation with the workforce of Hilton
hotel. The developed action plan to counter the surplus or shortage of staff in the Hilton is
implemented. This involves a regular check and monitoring by human resource manger to
analyses the need of Hilton due to nay change in internal policy of the change in external
environment of the hotel. The action plans include ongoing process of evaluating the plan
success and contribution in the Hilton operation. The action plan of human resource plan
involves recruiting, selecting of candidate at right position with defined standard qualification
and providing path of training and development of future growth of employee as well as
organisation. This is followed by defining various objective and selecting appropriate action plan
in order to fulfil demand of new workforce of organisation through adopting appropriate
approaches of supplying to the requirement of Hilton hotel chain. This action plan may include
various advertisement strategies of company in order to attract more and more applicants for job
vacancy in organisation.
TASK 2
2.1 Current state of employment relation in Hilton hotel
The employee relations defines the various aspects of relationship between employer an
employee. The employer ensures a good work culture and the satisfied working environment in
the organisation to the employee. While the employee contributes to required standard
performance and efficient work in the organisation development. The employee and employee
both mutually contributes in the growth of the Hilton (Hendry, 2012). Employee protects all the
rights of employee in the workplace of Hilton. The current employee relation in Hilton is good
and boosting towards the profitability of the company. The Hilton hotel is equally emphasising
on the satisfactory services to employee as well as the customers of hotel. The employee also
conclude in the decision making process by higher management in Hilton. The hotel chain of

Hilton is well defined disciplinary policies to regulate the standard performance by the staff. The
employee are free to take part in various decision making process and regulating their own task
management which enhance the efficiency of Hilton organisation. Being a large group of Hilton
should maintain an efficient work culture which motivates the employee organisation. Any
issues related to the employee satisfaction, disciplinary policies that are resolved by the
grievance handling team of the human resource department of Hilton hotel chain (Harzing and
Pinnington 2010). The employee relation between the management and the workforce of the
Hilton should be regulated with the incorporation of government laws of UK in the defining of
policies of the hotel. The various aspects of employee relation in Hilton hotel are:
 Unity perspective: The unitary employee relation leads to development of unity in the
organisation. This defines the work culture with shared goals, mission and the interests of
employer and employer for achieving mutual objectives of Hilton. This helps in
developing harmoniums relation in the organisation culture of the Hilton. The
development of unity in Hilton leads to the team work efficiency, good interpersonal
skills among employees. This decrease the existing conflict between employer, and trade
union. This builds motivation in the employee to work passionately and effectively.
 Collective bargaining and negotiation: collective bargaining can be defined as the
involvement of trade union decisions for the collective benefits of all employee and
protection of their rights working with an industry (Huselid and Becker 2011). Collective
bargaining protects the employee rights and provide equal opportunity of growth in
Hilton hotel. Collective bargaining is the non monetary negotiation of the issues between
employer and employee of Hilton reduce the conflict in the company. While negotiation
is continuous process of commercial based methods to reduce conflict between the
employer and employee. This includes the negotiation rights of the employer for their pay
in the hotel depending upon qualifications and qualities. Accord is the trade union of the
UK country who is involved in various type of activities to support and growth of the
employee. The Accord guides the employee about their rights and support the workers to
fight for their rights. This trade union helps in ensuring limited working hours, good
salary for the employee by collective bargaining.
 Conflict management: Conflict is the arising of unrest condition in the workforce of the
organisation it may be between employer-employee, the subordinates. The manger should

ensure proper means of communicating the issues faced by the employee of Hilton and
ensuring that conflict issues is resolved as soon as possible. This helps in developing
satisfactory environment in the organisation.
 Disciplinary actions: The disciplinary action involves various policy and the action taken
by upper management for employee to keep regulation on undesirable action or
behaviour of the employee in Hilton hotel (Jiang and et.al., 2012). The punishment
decided by the manger includes the extent of wrongful action and the work culture of the
organisation. The Hilton is having good disciplinary action against unethical behaviour
by employee like sexual harassment, undesired verbal exploitation of someone in hotel
premises. The employee can fire without any notice if the behaviour shown by the
employee is wrong to the unbearable extent in the Hilton hotel work culture.
 Organisation culture and structure: the organisation culture influence the employee
relation to the large extent. The employee behaviour leads to creation of work culture of
the Hilton and the higher management should have monetary and regulatory control over
the behaviour of employee to maintain good environment in workplace, strong and
honest relationship between the employees of the transition. The organisation structure is
defined by the leadership style of the higher management people. The human resource
manger should be motivating the employee and is considering about the issues of the
employees of the Hilton to resolve problems of the workforce faster and effectively.
 Employee participation and engagement: The employee participation leads to
development of motivated workforce in the Hilton hotel chain. The newly establishes 80
rooms unit in Stratford requires employee participation and team work to develop the unit
oh Hilton hotel. The employee engagement with the work culture of the Hilton leads to
the responsible behaviour of the employee towards the goals of the company which
results in growth of the company (Lengnick-Hall, Beck and Lengnick-Hall, 2011).
Marriott is involved in employee engagement and employee participation by giving them
a good work culture and organising fun activities to create new skills and capabilities in
the employee. While holiday Inn is working for the more engagement of employee in the
organisation by proving them, good training and development plans and better carer
growth opportunities.

2.2 Affects of employment law on human resource management
Employment aspects of development of the good relationship between the employee and
employers also contributes by the employment law regulated by the government in UK. The
government is involved in making various laws to protects the right of employee and providing
them an motivating workplace environment. The hotel industry is growing industry in the UK
and the Hilton hotel is the most famous hotel chain of the UK. So, it is necessary that the Hilton
comprises various employment law in the policies of hotels to satisfy the workforce hotel. The
various employment laws includes equality act, employment relation act, employment right,
wages act, maternity and paternity act etc. These all law ensures the employee to claim a case
against the employer or company in case of any unlawful behaviour shown to him. The different
employee laws are described as follows:
 Employment Relations Act, 2004: This law protects the employee if the higher
management or the employer is not involved in making harmonious relationship with
workforce and not maintaining the satisfactory work culture in the organisation. The
management trainee of the Hilton should provide information about the employment
relation act to the workforce so that the employee can involve the issues related the
relationship with employer in workplace (Meredith Belbin, 2011).
 Equality Act, 2010: The government is introduced equality act for the employees. The
government provides equal opportunity to the employees and the prospective employees
for the Hilton organisation. This law provides jobs on the basis of qualification and
capabilities. The employee is not discriminated on the basis of gender, nationality,
culture, religion in the organisation. The Hilton human resource manger should recruit
and select the employees following the equality act in the hiring process of hotel. The
negative impact of the equality act is demotivation of the good performing or more
capable employee as compare to other because he is getting same salary as other.
 Employment Rights, 1996: the employment rights describes the various rights that are
given to the employee of any organisation by the government of UK. This provides
protection against unlawful actions against the employee liken unfair activities, providing
equality rights etc. The employee rights in Hilton hotel chain are protected by the human
resource manger by implementing them in policy making of hotel.

 Maternity and paternity act: this act provides chance of providing care and proper
nourishment to the child for working parents. This law ensures the paid leaves by the
Hilton hotel to the pregnant women employee and the paternity leave to father of the
child for taking care of child and mother also (Purce, 2014).
 Minimum wages act: The government is defined minimum wages for the employee that
has to be given by the employer. This act decreases the cost effectiveness of the company
as the less efficient worker is also should be paid with the defined minimum wage. This
is an negative impact of the laws on human resource planning which leads to the higher
cost incurred in labour.
TASK 3
3.1 Job description and personal specification
Job description for a particular job profile defines the details of the job and the
responsibilities incurred in performing the task. The job description defines the job title, job
location, salary package, responsibilities, location etc. While the personal specification defines
the various types of the qualification, capabilities and competencies required for performing the
job. This includes the education qualification, experience, technical skills, language, personal
characteristics etc. The Hilton hotels job designs are dependent on the competences related with
the vision of company, selection of capability depending upon external environment and the core
competencies required to perform particular task (Sparrow, Brewster and Chung, 2016). This
explains the development of personal qualification required for the job design enabling the
effectively accomplishment of all responsibility discussed in job description. The cost incurred in
the recruitment and selection of a person include cost fro advertising, finding applicants,
orientation training cost and other costs. This overall expenses in the hiring process of the Hilton
hotel is 4,447 that can be more expensive instead of retaining good employee with organization.
The Hilton hotel hires employees for various job profile like receptionist, waiter, cleaning staff,
banquet manger, chef etc. the job descriptions and personal qualification designed in banquette
manger are as follows:
 Job description: Job description of banquet manger includes the following details:
Organization Name Hilton hotel

Job designation Banquette manager
Job Location Hilton hotel, Stratford London
Report to Human Resource Manager
Job Responsibilities  The manager has to mange the task
with team work of food manger, sales
manger and beverage manger. The
manger will mange the different
operation of the hotel and develop good
relation with employee and guests of
Hilton.
Person specification  Educational qualification: Minimum
passed his secondary education.
 Language known: French and English
 Interpersonal skills: good
communication skills and team work
 Experience: 3 years experience in hotel
service sector
 Personal characteristics: friendly
behaviour, able to resolve problem,
good decision making skills.
Personal Qualities  Friendly behaviour, able to resolve
problem, good decision making skills.
Salary 20000 pound
Working hours 9:00 AM to 5:00 PM
(Also three different shifts morning, evening,

night shift working for 8 hours.)
Summary  This includes coordination with the
food manger and beverages manger to
mange all task related to the delivery of
food and beverages to guest at right
room ion right time. The banquette
manger representative of all services of
the Hilton in front of customers.
The responsibility of banquette manger re as follows:
 Management of various cost incurred in operations and revenue generation.
 Managing sales of food and beverages.
 Manger should have control and regulation over the cutlery and linen of the Hilton.
 Development of strategy that leads to probability of the hotel.
 Management of labour cost.
 Ensures timely delivery of product ordered by the guest with good quality.
 Involved in development of budget fro the hotel services.
 Effectively regulate and monitor the daily functions of Hilton hotel.
3.2 Compare the selection process in service industry
Every industry have human resource department. But the difference lies in the process
and pattern followed by different companies in their human resource management system. The
selection process of different industries are different in process and steps. Recruitment and
selection methods used in a manufacturing firm, logistic firm, service industries are different as
they require various qualification and skills in their personal depending upon the operations of
different industries. Being a same hospitality industry the companies are having different
selection process to select the right employee at right position. The Holiday Inn follows different
methods as followed in the Hilton hotel.
The selection process of Hilton hotel select applicants from external sources like
advertising, other outsourcing consultancies and the university students. The Hilton select the
candidate on the basis of their communication skills and knowledge and educational qualification
of applicant (Wright and McMahan, 2011). The Hilton hotel select the appropriate candidate and

carry one round of final personal interview to know about hobbies, interest, capabilities of
individual, an experience of employee in respective field in depth.
The selection process in Holiday Inn:
 While the Holiday Inn more emphasis on the selection of employee through aptitude test,
their decision making skills, analysing capability to express their thoughts through group
discussion round.
 Then they call up the selected candidate for personal interview.
 This include 2 rounds one of HR round which tests the basic knowledge of employee and
next general manager round round which carried out testing the creativity thinking,
ability to analyse situation and problem solving skills.
TASK 4

CONCLUSION
Human resource management is an important aspect of development of the organisation
and growth of business. The human resource being flexible in nature can be trained as required
to achieve desired objectives of the organisation. The Hilton 80 room unit established in
Stratford requires training and development of available human resource as they are new to the
organisational and the work culture,. This will provide enhanced motivation level to perform
together task passionately. The reward and compensation management is also an important
aspect of human resource management system as the Monterey reward and compensation are the
motivational forces for the performance of employees. The human resource management is
important to manage all other operations of Hilton hotel effectively.

REFERENCES
Books and Journal
Armstrong, M. and Taylor, S., 2014. Armstrong's handbook of human resource management
practice. Kogan Page Publishers.
Armstrong, M., 2011. Armstrong's handbook of strategic human resource management. Kogan
Page Publishers.
Berman, and et.al., 2012. Human resource management in public service: Paradoxes, processes,
and problems. Sage.
Boxall, P. and Purcell, J., 2011. Strategy and human resource management. Palgrave Macmillan.
Bratton, J. and Gold, J., 2012. Human resource management: theory and practice. Palgrave
Macmillan.
CHUANG, C.H. and Liao, H.U.I., 2010. Strategic human resource management in service
context: Taking care of business by taking care of employees and customers. Personnel
Psychology. 63(1). pp.153-196.
Daley, D.M., 2012. Strategic human resource management. Public Personnel Management.
pp.120-125.
Guest, D.E., 2011. Human resource management and performance: still searching for some
answers. Human resource management journal. 21(1). pp.3-13.
Harzing, A.W. and Pinnington, A. eds., 2010. International human resource management. Sage.
Hendry, C., 2012. Human resource management. Routledge.
Huselid, M.A. and Becker, B.E., 2011. Bridging micro and macro domains: Workforce
differentiation and strategic human resource management.
Jiang, K., and et.al., 2012. How does human resource management influence organizational
outcomes? A meta-analytic investigation of mediating mechanisms. Academy of
management Journal. 55(6). pp.1264-1294.
Lengnick-Hall, C.A., Beck, T.E. and Lengnick-Hall, M.L., 2011. Developing a capacity for
organizational resilience through strategic human resource management. Human
Resource Management Review. 21(3). pp.243-255.
Meredith Belbin, R., 2011. Management teams: Why they succeed or fail. Human Resource
Management International Digest. 19(3).
Purce, J., 2014. The impact of corporate strategy on human resource management. New
Perspectives on Human Resource Management (Routledge Revivals). 67.
Sparrow, P., Brewster, C. and Chung, C., 2016. Globalizing human resource management.
Routledge.
Storey, J., 2014. New Perspectives on Human Resource Management (Routledge Revivals).
Routledge.
Wright, P.M. and McMahan, G.C., 2011. Exploring human capital: putting ‘human’back into
strategic human resource management. Human resource management journal. 21(2).
pp.93-104.