Human Resource Management Report - Marriott International
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Added on 2020-01-23
Human Resource Management Report - Marriott International
Added on 2020-01-23
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Table of ContentsINTRODUCTION...........................................................................................................................3TASK 1............................................................................................................................................31.1 Guest's Model of HRM.........................................................................................................31.2 Difference between Storey's definition of HRM, personnel and IR practices......................41.3 Implications for line managers and employees for developing a strategic approach toHRM............................................................................................................................................6TASK 2............................................................................................................................................62.1 Model of flexibility ..............................................................................................................62.2 Types of flexibility developed by organizations. ...............................................................72.3 Use of flexibility working practices......................................................................................82.4 Impact of changes in labour market on the basis of flexible working practices. ................9Task 3.............................................................................................................................................103.1 Forms of discrimination......................................................................................................103.2 Practical implications of equal opportunities legislation....................................................103.3 Approaches to managing equal opportunities and diversity...............................................11TASK 4..........................................................................................................................................124.1 Compare of performances management methods...............................................................124.2 Approaches used for managing employees welfare............................................................134.3 Implications of health and safety legislation on human resources practices.......................134.4 The impact of another topical issue on human resources practices....................................14CONCLUSION..............................................................................................................................15REFERENCES..............................................................................................................................16
INTRODUCTIONHuman resource management can be defined as governing and managing employees ofany organisation.. It is the process of hiring and developing skills people so that they becomemore valuable to the organisation. It includes various activities – conducting job analysis,planning of personnel needs, selecting right people for the job, and training as well as providingwages and salaries and other incentives or benefits and evaluating their performance so that theobjectives of an organisation can be achieved. The present report is about management of humanresource in the Marriott International, Inc. which is a leading global hospitality company(Markos and Sridevi, 2010). This report provides understanding of Guest's model and Storey'smodel of HRM and explains difference between these two. Further, it explains flexibility modeland types of flexibility applied by the cited organisation. Moreover, it focuses on types ofdiscrimination that can take place in workplace and implications of equal opportunitieslegislation on the cited hotel. Lastly, it assesses the approaches used by Hotel Marriott formanaging employee. TASK 11.1 Guest's Model of HRMThis model was developed by Professor David Guest which has six dimensions ofanalysis:HRM strategiesHRM practicesHRM outcomesPerformance outcomesBehaviour outcomesFinancial outcomesIt is prescriptive in nature as is it is based on assumption that HRM is distinctively different fromtraditional personnel management (Campbell, Coff and Kryscynski, 2012). The key policy goalfor HRM is strategic integration i.e. the ability of Marriott Hotel to integrate HRM issues intostrategic plans to ensure incorporation of various aspects of HRM and to enable line managers toalign HRM perspective into their decision making.There are two approaches –
◦Hard HRM: This approach focuses on aligning human resource strategy with businessstrategy. It is market driven and aims to make use of people in a manner that addsvalue and bring competitive advantage. It is a strict approach and assumes thatemployees work only to acquire the financial benefits.◦Soft HRM: The soft approach encourages employees' commitment to the citedorganisation by focusing on their concerns. A manager adopting this approach ismore compassionate, places more trust on employees and take their opinions andconsider on the board with the belief that the workers come to work with the intentionto impress and progress (Anderson and Anderson, 2010).Guest model acknowledges the difference between hard and soft approach and incorporates bothof them into an ideal model. Strategic integration shows the hard side of the model whileflexibility connotates both hard and soft HRM. This model seeks commitment to the citedorganisational goals through strategic management and focuses on individual needs rather thancombined workforce which enable Marroitt Hotel to develop power and flexibility. Guest Modelproposes 4 components that are crucial for the organisation effectiveness – strategic integration,flexibility, high commitment and quality. It states that HR strategy should form part of businessstrategy and not to be treated as the separate entity. Managers need to ensure right people at theright place so that business strategy can be achieved.1.2 Difference between Storey's definition of HRM, personnel and IR practicesAs per Storey, HRM is a strategic and coherent approach to the management oforganisation's most valuable asset i.e. employees working there who individually andcollectively contribute for achieving organisational objectives (Nabrzyski, Schopf and Weglarz,2012). He categorized it into four different areas:Beliefs and assumptionsStrategic conceptsLine management in the organisationKey leversAccording to the Storey, personnel management is different from general management.Personnel management can be defined as management of workforce or employees to complywith the rules of the organisation. He sees personnel management as bureaucratic, based on rules
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