Human Resource Management at The Last Resort

This assignment analyzes the human resource situation at The Last Resort, a 4-5 star Tasmanian hotel. It examines challenges faced by the resort, such as employee engagement, training needs, and work culture. The General Manager, with an HR background, aims to address these issues through focused strategies encompassing work culture development, employee training and development programs, and performance planning efforts. The case study concludes that a tailored work environment, comprehensive training, and robust engagement plans are crucial for overcoming the challenges and achieving success in the hospitality industry.

Case Study: The Last Resort
Student Name: Student ID:
Unit Name: Managing People at Work Unit ID: BMA121
Date Due: Professor Name:
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Table of Contents
Introduction......................................................................................................................................3
Analysis...........................................................................................................................................3
Conclusion.......................................................................................................................................4
Reference Lists................................................................................................................................5
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Introduction
Human resource is the most important resource within any organization. In the hospitality
industry especially for a hotel like The Last Resort, employees plays a significant role
(Lengnick-Hall, 2009). Being a 4-5 star hospitality and tourism resort in Tasmania, it draws
major tourists attraction. In order to cater to tourists from international as well as national
market, the organization has to train their staff and attend to guests effectively. Large number of
complex services further makes catering to these services more complicated within the luxury
industry. It’s GM with HR background have decided to take on an endeavor such that current
challenges and complaints from customers can easily be overcome.
Analysis
The Last Resort in order to become the best employer of choice in the region needs to overcome
challenges that it is facing. It has to design an appropriate work culture that can engage its
employees effectively (Guest, 2011). It needs to hire employees from local base and provide
them with training such that they can match up to the standards of the resort. This will enhance
satisfaction of locals, helping to overcome negative feelings from their end. Employees needs be
engaged that help them uplift their performance and career. Employer need to provide job
security to make employees financially sound. This will allow having consistent employees, who
are able to cater to challenges present in the hospitality industry. Ensuring better employees for
the resort will make sure better food along with services are catered across to customers,
overcoming relevant challenges (Patil, 2012). Employees if empowered with authority will have
stronger strategic framework with better understanding of visions, mission and values present at
the resort. Respect for employees will enhance their standards for performances providing them
opportunity for growth.
Performance development planning will help give career paths that are present with internal and
external training. Employee commitment will grow once they are given opportunity to grow and
develop themselves in their jobs (Caldwell, 2010). Greater involvement with the organization
will foster a spirit of responsibility catering to better work goals and objectives at the resort.
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Conclusion
Analysis of the above human resource situation reflect that specific work culture needs to be
developed and imbibed within the resort. The GM has great goals for HR in mind to overcome
all existing challenges that are faced. Therefore three factors that GM needs to accommodate for
overcoming such challenges are work culture, training and development and engagement
planning by performance planning efforts.
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Reference Lists
Caldwell, R. 2010. Are HR business partner competency models effective. Applied HRM
Research, 40-58.
Guest, D. E. 2011. Human resource management and performance: still searching for some
answers. Human resource management journal, 3-13.
Lengnick-Hall, M. L.-H. 2009. Strategic human resource management: The evolution of the
field. Human resource management review, 64-85.
Patil, S. K. 2012. Organizational culture a HR strategy for successful knowledge management.
Strategic HR Review, 322-328.
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