Improving People Management: HRM & Industrial Strategy

This article discusses the importance of strategic direction, system enhancement, employee engagement, and building a performance-focused culture in improving people management in the hospitality industry. The author emphasizes the need for clear communication and engagement between employees and management, as well as the importance of economic incentives and constructive criticism. The article also suggests the implementation of performance contracts and individual and organizational targets to build a performance-based culture.

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HRM & Industrial Strategy
Name:
Course
Professor’s name
University name
City, State
Date of submission

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To: The General Manager
CC:
Subject: Improving People Management
Dear Ben,
Thanks for our earlier chat regarding the productivity and people management. I certainly know
the pressure that you are under to improve the performance of the resort. It is clear that the
business needs a fresh thinking strategy that would make a difference in the performance from a
HR stand point.
1. Strategic direction
From strategy direction, it is good that you have a clear goal in mind and have expectations to
your employees. Strategic vision and goals for the company will be to be the best resort in the
country while providing quality services. Majority of the staff want to be part of a big vision and
want to know what excellence in work looks like. Targets must be tied to larger organizational
ambitions for them to be effective and meaningful1. Strategic direction will show the employees
where the resort is destined to go in short term and in long term.
2. System enhancement
System enhancement ensures that there is efficiency in the organization2. System enhancement
may be in the areas of procurement, human resource management, and accounting and payment
1 Noe, R., Hollenbeck, J., Gerhart, B. and Wright, P.
2 Bohlander, G., Snell, S. and Sherman,

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systems. Automated systems in payment systems to encourage payment using credit and debit
3cards from customers, booking online and encouraging system for efficiency purposes. System
enhancement will also be needed in the event of training personnel. When training, take the
employees in batches of maybe ten or fifteen in order to focus on the individuals’ strength. Fully
automating the resorts system will lead to high productivity and efficiency.
Employee engagement
Employees need to feel like being a part of the long term vision of the organization. Building
clear lines of communications and engagement between the employees and the management is
necessary. Designing economic incentives like bonuses and regular rewards for employees at all
levels can benefit the organization4. While its understandable that the organization is focusing on
senior level management economic incentives it is best not to neglect the lower cuddle
employees. Providing constructive criticism is good to mentor the employees and make them
better. Respecting individual without necessarily looking at the job they do. Whether cleaners of
managers, they should be respected to feel a sense of worth in the organization. Lastly is
providing support whenever it is necessary and needed.
Building a performance-focused culture
While every profit oriented organization is performance based, building performance focused
culture is core to long term strategy and competitive advantage of the resort. The employees
should sign performance contracts and the performance should be incentivized. Promotions and
salary increments should motivate employees to perform better5. Team buildings should also be
3 Brewster, C. and Hegewisch, A. eds.,
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5 Reiche, B.S., Harzing, A.W. and Tenzer,

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included if the organization performs beyond their targets. Setting individual and organizational
targets also helps in building a performance based culture. There should also be repercussion for
poor performers like demotions and firing.
I would appreciate it if this correspondence was kept confidential until we have another
opportunity to discuss the situation.
Thanks,
Toni Ton
HR practs | Senior HR Business Partner
Coral Sea Resort
A Platinum Member of Pacific Hotels International
Bibliography
Bohlander, G., Snell, S. and Sherman, A.W., 2007. Human resource management. USA: South–
Esetern College Publishing Thompson Learning, pp.27-54.
Brewster, C. and Hegewisch, A. eds., 2017. Policy and practice in European human resource
management: The Price Waterhouse Cranfield survey. Taylor & Francis.

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Noe, R., Hollenbeck, J., Gerhart, B. and Wright, P., 2006. Human Resources Management:
Gaining a Competitive Advantage, Tenth Global Edition. McGraw-Hill Education.
Reiche, B.S., Harzing, A.W. and Tenzer, H. eds., 2018. International human resource
management. SAGE Publications Limited.
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