HRM Functions

This report analyzes the effectiveness and efficiency of HR functions in Starlac hotel and provides recommendations for improvement in recruitment and selection, performance management, reward management, and training and development.

Running head: HRM 1
Human Resource Management
Student’s Name
Institution
Word count: 1564

HRM Functions 2
1.0 Introduction
Employees are key factors influencing the success of any organization. Human resource
management refers to the process of acquisition, development, motivation, and retaining the
critical resources of an organization. HRM is concerned with recruitment, motivation, and
retention of the workforce (Milliman, & Clair, 2017). This report is mainly concerned with
improving Starlac's hotel Human resource and talent management system. Starlac hotel is a five
star in Geneva which is owned by Carla and Steffen. From the case study, Carla is trying to
improve the Hotel's performance by adopting ways to encourage employees like involvement
during decision making. This report gives an analysis of human resource functions and
recommendations on how to improve those functions.
2.0 Analysis of HR functions
The section will analyze the effectiveness and efficiency of Hotel Starlac HR functions,
improvements, and additional data needed for the development.
2.1 Recruitment and selection
HR is concerned with hiring and selection of employees. Recruitment is a process of
developing a pool of prospective applicants and selection of only qualified candidates to fill the
organization positions (Islam, 2018). Carla is both the HR manager and Steffens assistant, thus
responsible for recruitment and selection roles in the Hotel. More employees are needed to
upgrade to an upscale business. The Hotel uses graphology and CV screening during the
recruitment and selection process. Prospective candidates are shortlisted and interviewed through
phone calls. From the case study, Isabelle applied for a bartender position, interviewed and
recruited and selected to work in the Starlac bar.

HRM Functions 3
2.1.1 Effectiveness and efficiency
The hotel Starlac recruitment and selection practices are not valid nor efficient. The
interview practices are not sufficient. After been shortlisted, the bar manager interviewed
Isabelle through a phone call asking silly questions which did not relate to the bartender position.
There was no information about the roles, responsibilities, and duties expected to perform
(Ekwoaba et al. 2015). No orientation given to Isabelle and the second day, during the break was
asked to replace night auditor. She performed duties not meant for a bartender and later assumed
two-night auditors duties.
2.1.2 Improvements
Whitestone, a partner in the Hotel Starlac, conducted job analyses and created clear job
descriptions and specifications for all jobs in the Hotel. Job descriptions stated the time and
movement required to perform the task and job specification stated qualifications and technical
expertise needed for the job. Workforce planning was conducted to identify personnel needs and
help modify labor supply to ensure recruitment of only required staffs. General mental ability
test was used to select operational employees and structured interviews for senior teams.
2.1.3 Data needed
The bar manager interviewed Isabella through a phone call and failed to mention roles
expected to perform hence need for structured interview and job specification. Isabelle was not
familiar with the hotel operations and sometimes was required to perform night auditing duties.
GMA test was used by Whitestone to select applicants for operational positions.

HRM Functions 4
2.2 Performance management and reward management
Checking and analyzing employees performance is a significant role of HR (Noe et al.,
2017). Carla is in contact with the employees daily, thus able to evaluate and appraise their
performance. Employees provided with all the necessary resources required in the daily
undertakings. Carla talks to all employees weekly and holds monthly meetings with some
employees from different departments. Rewards and lump-sum bonuses were offered to improve
employees morale. The awards are travel and entertainment vouchers and discounts, flowers, a
bottle of wine, membership to the sports club, and a matching policy of pay to all employees.
Starlac's offer better compensation and rewards compared to competitors. Revenue management
and customer relationship management software was used to improve the customer-employee
relationship.
2.2.1Effectiveness and efficiency
Performance management and reward management systems to some extent, improved
employee's productivity, and performance. Employee problems and complaints were detected
and solved early in advance. The lump-sum bonuses, rewards, and matching compensation
motivated employees who in turn perform their duties effectively (Shields et al. 2015). RMS and
CRM improve performance as clients preferences are detected. CRM has shown that customers
have a concern about the honesty of staffs and questioned the safety of their belongings. The
hotel turnover has increased, meaning that the management practices adopted are not valid.
Work organization and relations in the Hotel are relaxed. No Employees satisfaction evaluation
the management practices are less effective and efficient. Revenue and profits of Starlac have
reduced for the past four years, meaning that its management practices are not suitable.

HRM Functions 5
2.2.2 Improvements
Whitestone developed a new management contract in which formalized, centralized,
standardized, impersonal, and competent personnel administration used. To improve
performance, and productivity, strong labor division, regulations, and control procedures were
adopted. Job descriptions were used to improve performance and reward management.
Procedures and disciplinary codes were are hierarchically passed from the head of departments
to supervisors then to bottom line employees. The balanced scorecard was used to control Hotels
management.
2.2.3 Data needed
Carla, the HR manager, believes that supervision is not necessary at the Hotel Starlac.
Carla strives to satisfy employees need and expectations by ensuring proper working conditions.
The room occupancy rates, revenue, and profits have reduced over the last four years. CRM
results show clients concerns regarding employees honesty and safety of their belongings. These
additional data indicate the necessity of improvement practices.
2.3Training and development
Through this function, employees can gain new skills and knowledge required to perform
their duties effectively. It also prepares them for higher roles in the organization (Cohen, 2017).
Isabelle, a former Hotel Starlac employee, though she performed auditing duties, no mandatory
training was given to her. The bar manager, during the interview, promised a training and
orientation program, which never happened. Eventually, the bar manager told her that her
performance was not standardized.

HRM Functions 6
2.3.1Effectiveness and efficiency
The training and development practices were not effective as there were negative impacts
on performance, productivity, turnover, and retention (Smith, 2016). When employees went for
leave, they never came back, and Isabella also said that they could no longer work for the
organization. Front office employees turnover was very high. It is costly to hire new employees;
thus, the training and development practices were not efficient as due to lack of training,
employees performance didn’t meet the clients' specifications. For example, for the last four
years, revenue and profits have reduced.
2.3.2Improvements
Training and development programs should be conducted to new employees mainly on
SPOs and regulations of the organization. Job description and job specification used during
recruitment and selection. Job specification outlines the qualifications and technical knowledge
required for all job positions. During training, testing employee's familiarity with SPOs and
regulations, and any flaw realized to evaluate employee training needs.
2.3.3Data needed
Whitestone has defined that all new employees should be trained on duties expected to
perform. Whitestone, a partner in the Hotel Starlac, has provided training related to the SPOs to
all heads of departments. Bottom –line employees need not talk to each other while doing their
duties as incentives are offered depending on individual performance.

HRM Functions 7
3.0 Recommendations
This section gives recommendations on how to improve different HR functions and outlines
methods used to collect data needed to make evidence-based improvements.
3.1Recruitment and selection
Job descriptions, policies and procedures, employee involvement, and training practices
recommended for the hiring process (Abraham et al., 2015). The job description states all the
organization roles, skills, and education required. Job description enables employees to
understand their roles before applying for the job. It also acts as a tool for selecting qualified
personnel. Policies will ensure that the state, local and federal laws are adhered to during the
hiring process. Procedures to be followed should be clearly stated, and hiring managers trained
on the recruitment requirements of the organization like interview requirements. Finally, to
improve the recruitment and selection process, a senior member of the organization should be
involved like in interview sessions. Involvement ensures that the process is conducted entirely
according to the organization requirements.
3.2Performance management and reward management
This function is essential for organization growth and success. To improve this function,
goals, and performance objectives of the organization should be clearly defined, and
performance management software used (Nguyen et al., 2017). Performance software offers peer
review and traditional reviews which can be used to improve performance. Open communication
results in frequent performance feedback on areas which needs improvement. Regular
performance feedback used in motivating employees. Recognition of performing employees and
rewards offering. Regular meetings should be set to discuss the outcomes of the organization.

HRM Functions 8
3.4Training and development
To improve this function, leaders should benchmark the competitors to see what they are
doing, survey the existing employees, and align the training program in line with management
operating goals (Sloman, 2017). Current employees know what is happening in the organization
and also what is needed to change; thus, their views can be used to improve training and
development program. The function run like a business by creating a strategic plan for the role
outlining things like the SWOT analysis. Training should be set as the company's culture and
innovated over time. Finally, training results should be continuously measured.
3.4Collecting data
The research was done on various organizations through interview and survey of
employees to collect data on the improvement of HR functions (Morgeson et al., 2019). For
example, research was carried out in the Hotel Starlac on how Whitehouse recommendations and
plan had an impact on HR functions.

HRM Functions 9
References
Abraham, M., Kaliannan, M., Mohan, A. V., & Thomas, S. (2015). A Review of Smes
Recruitment and Selection Dilemma: Finding a'Fit'. The Journal of Developing Areas,
49(5), 335-342.
Cohen, E. (2017). Employee training and development. In CSR for HR (pp. 153-162). Routledge.
Ekwoaba, J. O., Ikeije, U. U., & Ufoma, N. (2015). The Impact of Recruitment and Selection
Criteria on Organizational Performance.
Islam, T. (2018). Recruitment And Selection Processof Janata Bank Ltd (Doctoral dissertation,
Daffodil International University).
Milliman, J., & Clair, J. (2017). Best environmental HRM practices in the US. In Greening
People (pp. 49-73). Routledge.
Morgeson, F. P., Brannick, M. T., & Levine, E. L. (2019). Job and work analysis: Methods,
research, and applications for human resource management. Sage Publications.
Nguyen, T. T., Mia, L., Winata, L., & Chong, V. K. (2017). Effect of transformational-leadership
style and management control system on managerial performance. Journal of Business
Research, 70, 202-213.
Noe, R. A., Hollenbeck, J. R., Gerhart, B., & Wright, P. M. (2017). Human resource
management: Gaining a competitive advantage. New York, NY: McGraw-Hill
Education.
Shields, J., Brown, M., Kaine, S., Dolle-Samuel, C., North-Samardzic, A., McLean, P., ... &
Plimmer, G. (2015). Managing employee performance & reward: Concepts, practices,
strategies. Cambridge University Press.
Sloman, M. (2017). A handbook for training strategy. Routledge.

HRM Functions 10
Smith, A. (2016). Experiential learning. Edward Elgar Publishing Limited.