Key Elements of Human Resources Management

This report discusses the purpose, roles, functions, recruitment and training in Human Resources Management. It also covers different approaches to HRM and their benefits.

Report on the key
elements on Human
Resources Management

Table of Contents
Introduction......................................................................................................................................3
Explain and asses purpose of HRM............................................................................................3
Roles and functions of HRM to fulfil the purpose......................................................................3
Different approaches to HRM that is best fit versus best practise..............................................4
Different approaches of staff recruitment and selection ............................................................5
Different HR practices and training offered to staff...................................................................6
Conclusion.......................................................................................................................................8
REFERENCES ...............................................................................................................................9

Introduction
Human resource management is relate with managing the various functions of HR
department that is concerned with the process of recruiting and selection of staff that is key to the
success of organisation (Pham and et.al., 2020). Working as a head of human resource
department in Hilton London there is analysis of the way HR departments is understand the need
of retaining and recruiting of talented staff in a more effective and safe manner. For this purpose
there is analysis of the purpose of HRM, different functions, roles that HR department has to
perform.
Explain and asses purpose of HRM
The main function of HRM is to describe the formal system that is related with
management of people. The responsibility of human resource manager ios basically divided in
three major categories that includes employee compensation, staffing and defining work.
In context of Hilton the objective of HRM is to maximise the organisation productivity
by managing the overall effectiveness for employees. The basic mission is to acquire, develop
and retaining of talented workforce that is aligned with business objectives.
Main purpose of HRM in organisations:
The main objective of HRM in organisation is to ficus on enhancing the overall employee
efficiency and job satisfaction. It is concentrate based on getting higher competitive advantage
for Hilton hotel as it is associated with attracting and hiring of right employees for the purpose of
facilitating their performance reviews (Steil and et.al., 2020). It is also very important for
coordinating the employees in organisation for achievement of specific business objectives, fulfil
if there are any type of staffing needs and further maintaining of employee satisfaction. Another
objective is the alignment of business goals with human resources and further responding to
employee needs for the purpose of maintaining high level of job satisfaction.

Roles and functions of HRM to fulfil the purpose
Role of HRM:
 In case of Hilton hotel the main role of HRM is associated with recruitment and selection
of talented employees. It is related to managing different functions by offering timely
training, skill development sessions for the workforce as per their requirements.
 In Hilton this function is associated with effective use of people to achieve the individual
and organisation goals (Turulja and Bajgoric, 2018). This function helps in proper
utilisation of human resource department to further help employees in planning and
development of personal as well as organisational knowledge, skills and abilities. It
includes employee career progression, employee training, succession planning and
organisation development.
Functions of HRM to fulfil the purpose:
Managerial functions:
Human resource planning: It is the type and number of employees required to accomplish
organisational goals.
Organising: In Hilton this function is to allocate tasks and identify relationship among
employees.
Directing; In this function there is activating of employees and enhance their contribution level
through motivation and direction.
Controlling: HR managers in Hilton are working to plan, organise and directing employees
actual performance is checked and verified.
Operative functions:
Job analysis and design: It is the process of describing the job nature and specification of
human requirements like qualification, skills require to perform job (Bratton and Gold, 2017).
Training and development: In this function Human resource department has to work towards
organisation training sessions so that employees are able to perform their job effectively.
Different approaches to HRM that is best fit versus best practise
Best fit approach Best practise model
Best fit approach is emphasizing on the way Best practise model is related with HR

organisational strategies and HR strategies
have to be aligned.
activities that is supporting Hilton in
achievement of competitive advantage.
In Hilton for the purpose of implementing best
fit approach the management has to come up
with strategic changes to fit the organisations
needs (Word and Sowa, 2017). It is based on
technology, behaviour, structure, culture and
process is indication of the business needs of
the organisation.
In Hilton the HR department is using best
practise model based on idea of maximising
the organisational performance. This model is
applied based on seven important practises that
is selective hiring, employment security, self
managed teams, training, high compensation
contingent on performance and reduction of
status differentials & information sharing.
Hard HRM Soft HRM
Hard model of HRM is related with making
short term changes in employee numbers,
recruitment, redundancy, minimal
communication is require from top to bottom.
There is little delegation of empowerment and
the appraisal system are focussed on making
judgements about staff. There is presence of
taller organisations structure (Boella, 2017). In
Hilton this model is not much practised
because there is no application of autocratic
leadership style.
Soft model of HRM is mainly focusing on long
term workforce planning. It is associated with
regular two way communication. In this
performance related rewards are offered to
employees. There is delegation of authority,
taller organisational structures. There is sharing
of performance related rewards that is profit
haring options are offered to employees.
In Hilton this type of model is used when there
is democratic leadership style that is practised
by the leaders.
Hard HRM is based on theory Z that is
Michigan theory. In this employees are treated
like machine that is focussing on short term
goals of the organisation.
Soft HRM is based on theory Y. In this theory
employees are treated as individual and based
on long term strategy of organisation. Ion
Hilton this theory is ultimately based on
achievement of the laid mission nd vision
statements of the organisation.
There is use of limited delegation and team In Soft HRM the human resource managers are

working in context of hard HRM. working towards using of employee
empowerment and delegation of authority and
responsibility relationships.
Different approaches of staff recruitment and selection
Internal recruitment: It is a method when a organisation intends to fill the vacancy from the
existing workforce.
Promotion: It is the widely used method that is transferring a individual to a higher job position
Transfer: It is the movement of employees to the same job but different location or a similar
level job in the different department.
Employee referrals: It is a method in which there can be hiring of employees based on referrals
of existing employees. It is one of the cost effective ways top get qualified candidates (rewster,
Mayrhofer and Farndale, 2018). Having a system may help in encouraging the employee
referral process as it leads to
Strength of internal recruitment:
In Hilton, internal recruitment methods are very helpful in filling the positions with internal
promotions by having considerable advantages. Human resource department generally needs less
time period on training, on boarding of employees (Malik and Garg, 2020). It leads to saving of
both cost and time for the organisation. It also helps in enhancing productivity, loyalty and
morale of existing employees.
weakness of internal recruitment:
A key weakness of internal recruitment is that there may be losing of new experience, further
new talent that is highly valuable as per the changing requirement of organisation functioning. s
External recruitment: It is a method where a organisation is willing to look for vacancies of
applicant outside the organisation (Watson and et,.al, 2018).
Employment exchange: It is the method where a specific organisation includes the retails of job
seekers that is name, qualification, experience that is provided to employers who are searching
for employees as per needs of the vacancies (Iqbal, 2019).
Campus placement: It is a method where there is creation of close liaison with educational
institutions for recruitment of students with professional and technical qualifications.
Strength of external recruitment:

In Hilton, the use of external recruitment method can help in recruiting of new and fresh talent in
organisation. It leads to new and fresh perspectives in terms of innovative & creative ideas in the
organisation.
weakness of external recruitment:
In this method there is Inherent risks that is risk of employee fit, inability to perform the job
tasks or lack of desire to perform the assigned job roles as per requirements of the organisation.
Different HR practices and training offered to staff
There are different human resource management practise that can help in the process of skill
development of employees (Weinstein, 2018). In Hilton hotel some of such specific training
measures are mentioned below:
Investing in skill specific training: It is a crucial element of HR department where there is focus
on skill specific training. In Hilton there are several job roles that require specific training that
includes front office department where there is direct interaction with customers (Strohmeier,
2020). In this specific and trained individuals are required to perform such job roles.
Benefit for employer: The skill specific training helps employer in having the specific set of skill
sets that are very important to achieve some specific laid down objectives (Hoffman and
Schwartz, 2020). In Hilton, employer is benefited as there is betterment in the process of
achievement of laid organisation objectives.
Benefit for employee: For employees when they are trained and educated on a specific skill sets
it is very helpful for them in development of their present knowledge base (Koss, 2020). In
Hilton when employees are offered with skill specific training there is more interaction that
takes place between employer and employee.
Young employee value learning: In this HR department is working towards offering the young
employees value learning more than the predecessors. It is the responsibility of human resource
department to offer value learning and skill enhancement opportunity to employees otherwise it
may lead to declining morale and motivation level of employees which might led to high
employee turnover.
Benefit for employer: In this process employer will be able to enhance the performance level of
present young employees in the organisation (Mone and London, 2018). In Hilton, it is going to
lead towards the process of having a employee base that is enthusiastic and at same time
knowledgable enough to contribute towards their assigned roles and responsibility.

Benefit for employee: For employer this young employee value learning process is going to
learn the necessary skills sets which are very important for the purpose of enhancing the
employee value (Afsar and Umrani, 2019). It also lead to wide prospect for future growth and
development for young employees. It leads towards managing their functionality in such a way
that their performance level gets better and more productive with respect to availability of skills
and knowledge sets.
In Hilton the organisation has launched a hospitality plus service that is a tailored training
program that is leveraging the training offered to internal team members (Bailey, Mankin and
Garavan, 2018). The main aim of this training programme is to infuse the hospitality daily
practices in order to develop a string culture of hospitality over time (FILLING YOUR
COMMUNITY WITH THE LIGHT AND WARMTH OF HOSPITALITY, 2020).

Conclusion
From the above made analysis it cam be said that hymn resource department is one of the
most important functional department in hospitality organisations. It is associated with the way
employees functionality has to be managed for long term in organisation. This department is
mainly associated with recruitment and selection of talented employees as per requirement of
specific functions in the organisation.

REFERENCES
Books and Journals
Bailey, C., Mankin, D. and Garavan, T., 2018. Strategic human resource management. Oxford
University Press.
Boella, M.J., 2017. Human resource management in the hotel and catering industry. Routledge.
Bratton, J. and Gold, J., 2017. Human resource management: theory and practice. Palgrave.
Brewster, C., Mayrhofer, W. and Farndale, E. eds., 2018. Handbook of research on comparative
human resource management. Edward Elgar Publishing.
Iqbal, A., 2019. The strategic human resource management approaches and organisational
performance: The mediating role of creative climate. Journal of Advances in Management
Research.
Pham and et.al., 2020. The role of green human resource management in driving hotel’s
environmental performance: Interaction and mediation analysis. International Journal of
Hospitality Management, 88, p.102392.
Strohmeier, S., 2020. Smart HRM–a Delphi study on the application and consequences of the
Internet of Things in Human Resource Management. The International Journal of Human
Resource Management, 31(18), pp.2289-2318.
Turulja, L. and Bajgoric, N., 2018. Information technology, knowledge management and human
resource management: Investigating mutual interactions towards better organizational
performance. VINE Journal of Information and Knowledge Management Systems.
Word, J.K. and Sowa, J.E. eds., 2017. The nonprofit human resource management handbook:
From theory to practice. Taylor & Francis.
Steil and et.al., 2020. Perceived learning opportunities, behavioral intentions and employee
retention in technology organizations. Journal of Workplace Learning.
Malik, P. and Garg, P., 2020. Learning organization and work engagement: The mediating role
of employee resilience. The International Journal of Human Resource Management, 31(8),
pp.1071-1094.
Hoffman, N. and Schwartz, R.B., 2020. Learning for careers: The pathways to prosperity
network. Harvard Education Press.
Mone, E.M. and London, M., 2018. Employee engagement through effective performance
management: A practical guide for managers. Routledge.
Afsar, B. and Umrani, W.A., 2019. Transformational leadership and innovative work behavior:
The role of motivation to learn, task complexity and innovation climate. European Journal
of Innovation Management.
Koss, L.J., 2020. Leading for Learning: How Managers Can Get Business Results Through
Developmental Coaching and Inspire Deep Employee Commitment. CRC Press.
Watson and et,.al, 2018. Harnessing difference: a capability‐based framework for stakeholder
engagement in environmental innovation. Journal of Product Innovation
Management, 35(2), pp.254-279.
Weinstein, A., 2018. Superior customer value: Finding and keeping customers in the now
economy. Routledge.
Online
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2020 [online], Available

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