Human Resource Management Review

The assignment delves into the principles of Human Resource Management (HRM), examining various aspects such as employee motivation, commitment, absenteeism, turnover, and the role of front-line managers in HRM. It references influential theories on intrinsic motivation and the new employment relationship. The document also touches upon real-world applications of HRM within the hospitality industry and provides insights into managing employee performance and rewards.

HUMAN RESOURCE
MANAGEMENT

TABLE OF CONTENTS
INTRODUCTION...........................................................................................................................1
TASK A...........................................................................................................................................1
a. Role and purpose of HRM..................................................................................................1
b. Human resource plan for Ritz-Carlton...............................................................................3
c. Employment relation in the hospitality industry................................................................4
d. Impact of employment law on human relations.................................................................5
TASK B...........................................................................................................................................7
a. Job description and Person specification for a hotel industry job......................................7
b. The selection process of different service industries businesses........................................9
c. Contribution of training and development activities........................................................11
CONCLUSION..............................................................................................................................12
REFERENCES..............................................................................................................................14

INTRODUCTION
Human Resource Management (HRM) can be defined as a process which is designed by
the HR manager in order to maximize the employee's performance so that they can achieve their
individual goals as well as strategic objectives (Cheng and Li, 2006). Further, HRM emphasize
on managing people within business establishment so that they work according to set policies
and standards. Further, HR management consists of different functions namely recruitment and
selection, training and development, performance appraisals, employee’s benefits, etc. As per the
above scenario, this report has been prepared on Ritz-Carlton which is a chain of luxury hotels
having their operations throughout the globe. Further, the cited firm has 87 hotels and resorts in
29 different countries. Moreover, the mentioned hospitality is the subsidiary of Marriott
International hotel. This present report has been prepared to identify different roles which HR
management plays within the hospitality sector. Further, this report will focus on different
employment law which influence the manpower in proper working.
TASK A
a. Role and purpose of HRM
In current competitive world, HRM plays a crucial role in taking effective measures so
that firm can attain an edge when compared with the rivalry organizations. Being a strategic
partner in the operations, HR manager plays an important part in the growth and continuation of
the business plan so that company performs smooth functions (Storey, 2007). Furthermore, HR
manager in the service industry takes an initiative to reduce some major problems like reducing
the labour turnover, increasing the retention power by satisfying the needs and demands of
employees and various others. Further, they also set realistic and achievable standards which
constitutes action plan, deadline of particular task, etc. Given below are the roles and
responsibilities of HR manager within the hospitality sector of UK: Recruitment and selection: HR manager within the business venture such as McDonalds,
Marriott, Hilton and several other identifies the vacant position and calls candidates for
selection by publishing the advertisement either on the official website or in the national
newspaper of the country (Murray, 2005). Selection of the candidate is done as per their
attitude, skills and talent they possess and HR manager focuses on selecting best of the
candidate who possess multi skills and knowledge. This generally reduces the cost for
1

recruiting additional employee and also satisfies the candidate because he/she will be
getting a pay which will satisfy his needs and demands. Moreover, by selecting suitable
candidate, corporate will be able to reduce the cost and increase revenue for future time
period. Employee’s engagement: HR manager at the hospitality sector has to build an
organizational culture within business organization so that they become more efficient in
performing their task and duties. HRM in company like Hilton and Ritz Carton, etc.
emphasize on employee engagement in order to boost the competency of employees. It
also aids in conducting talent management. Moreover, HR also focuses on democratic
style of leadership where they can welcome the valuable suggestion of their potentially
skilled employees which can genuinely help Ritz-Carlton to get a competitive advantage
over their major competitors. In order to imply this, HR manager have to opt and
promote open communication so that employees can easily coordinate with supervisors
or directly with the HR manager.
 Appraisals: These are usually prepared by the HR manager but after getting the actual
feedback from the supervisors. These appraisals are necessary for the employee's
development. It generally helps venture to motivate their workers in efficient and
effective manner. It is essential to appraise the employees on regular interval in order to
retain them. Brands like KFC, Subway, Prezzo and numerous other hospitality firm
conducts appraisal of employees either half yearly of annually. This aids in gaining high
amount of support from them. Further, these appraisals also help in judging the
individual's performance as how much interest they are showing in performing their
specific task and duties. Moreover, these appraisals are made by evaluating overall work
done by employees in achieving the goals and objectives of the company within the
hospitality sector.
Further, HR manager emphasizes on being competitive by efficiently managing their
human resource. Hospitality focuses on giving the best of services to the clients at an affordable
price (Armstrong and Taylor, 2014). Main function of the HR is to reduce the cost of venture
through different ways which will increase the base of their profit. For reducing the cost, HR has
to lower down the training and development budget, different employee's engagement activities,
compensation, reward schemes and other activities.
2

In addition to it, there are several bodies in hospitality sector that support HRM. In this
context, People 1st is one such organization that works for the development of skill and
workforce for employers of hospitality, tourism and leisure sector. This particular organization
meets with the actual needs and demands of employers by developing the skills and performance
of employees. This aids in conducting sound HRM within hospitality industry. Moreover, Big
Hospitality is an online source of information for those who are working or interested to work in
hospitality industry. It offers clear information to large set audiences about recruitment, training,
placement or any other activity related to hospitality. It acts as a medium of information which
helps HR manager of hospitality sector to meet with the standards. In addition to it, BHA (British
Hospitality Association) operates to promote the interest of brand owners, hotels, restaurant,
food service and other related (Mowday, Porter and Steers, 2013). Through this, company in
hospitality sector is able to offer thriving and progressive environment to employees.
b. Human resource plan for Ritz-Carlton
Human Resource Plan (HRP), for mentioned hospitality, includes the assessment of both
present and future requirement on planned basis. With efficient planning, HR manager will be
able to frame achievable policies for the organization and employees. It will be dedicated to
achieve the set standards. Mentioned below are the phases which play a significant role in
developing the human resource plan: Business strategies plan: Here, HR manager of Ritz-Carlton will emphasize on giving the
best services to the business people as well as leisure travellers with the first class
accommodation. Further, cited hospitality will focus on increasing their business
operations by undertaking mergers and acquisitions which will generate more of their
goodwill in coming time period. Evaluating human resource: For having a proper assessment, HR manager of Ritz-
Carlton starts with scanning of business environment by conducting the environmental
analysis. Aforesaid venture can conduct SWOT, Porter's Five Force, Ansoff matrix,
PESTLE analysis (Ryan and Deci, 2000). Further, by conducting them efficiently, Ritz-
Carlton will be able to evaluate their current availability of the HR inventory. Apart from
it, cited firm will also be able to analyse that their main strengths which makes them
different. Further, they help to overcome weaknesses to become the best hospitality in
coming decades.
3

 Demand and supply forecasting:
◦ Demand forecasting- Demand forecasting generally identifies the future needs
within the organization both in terms of quality and quantity. This is usually
conducted by the HR manager as he identifies the requirement of personnel within the
business venture so that firm achieves the set results after a particular time period.
Apart from this, economic changes and local government of UK also helps Ritz-
Carlton to improve their success status along with building a better HR plan.
◦ Supply forecasting- Supply forecast can be defined as computation of manpower
supply with the future availability of resource within cited firm (Mowday, Porter and
Steers, 2013). Moreover, by identifying the demand efficiently, it is the prior role of
the HR manager to fill the gap in order to have proper and efficient functioning.
Further, these estimated future sources are generally filled with the internal and
external sources of recruitment. Internal sources comprise promotion, transfer and
external sources which consist of recruitment and selection for hiring potential
candidates. Matching the demand and supply: It generally emphasizes on forecasting of future
demand and supply of HR. This processes brought the demand and supply of the entity to
an equilibrium position. Further, with the help of it, cited firm can solve their major
problem as they can identify issues like shortage and over staffing of employees (Purcell
and Hutchinson, 2007). At the time of shortage, HR manager have to recruit the multi
skilled candidates and at the time of over staffing, they have to reduce the number of
employees in order to reduce the cost of venture.
 Action plan: The main aim of this HRP is to check whether the Ritz-Carlton's HR
planning match with the HR objectives or not.
c. Employment relation in the hospitality industry
Employee relation is the most important area under the human resource management. HR
manager have to focus on building strong superior-subordinate relationship so that there exists
harmony and better coordination in the workplace (Davis-Blake, Broschak and George, 2003).
Moreover, employee relation is generally concerned with resolving the problem which affects
the work situation. Further, ideal elements for employee’s relations are mentioned down under:
 Differentiating the contractual and statutory employment
4

 Contract of employment
 Discrimination in employment
 Regulation of working hours
 Termination of individual's
In the current competitive environment, maintaining employee's relationship is kind of
crisis for many big ventures because individuals comes from varied background and they have
their own traits and criteria to function a particular task and duties (Employment and industrial
relations in the hotels and restaurants sector. 2012). At times, it leads towards dispute and
hindrance among employer and employee. Moreover, this employee relation is also directly
linked with the motivation, employee productivity, job satisfaction, etc. Further, Ritz-Carlton has
successfully described there contractual and statutory employment rights. Moreover, each and
every hospitality firm is aware of the statutory employment right and they are successfully
practising the same (Swanberg, Logan and Macke, 2005). The contract of employment is also
done as per the statutory requirement of Ritz-Carlton and it is effectively monitored as well.
However, each and every firm is concerned about the working hours, work discipline, overtime,
termination contract, etc.
The HR manager of the cited firm follows same employment relation which is followed
by the other firms. However, their major focus is to provide customers best of the comfort and
accommodation with varied facilities like gym, spa, body massage and best quality of food. This
strategy is something very different from other hospitality organizations and along with it in
different festival seasons, manager imposes different packages to the clients at an affordable
price which meets to their comfort and satisfaction level. Moreover, as compared to other firms
like Hilton, their labour turnover is quite low because Ritz-Carlton has efficient and effective
policies for their employees.
d. Impact of employment law on human relations
Employee's legislation deals with different bodies which assist HR manager of Ritz-
Carlton to develop a smooth working relationship between superiors and subordinates. These
frameworks are generally beneficial for the employees because they give varied benefits, welfare
and development opportunities to the employee's. Furthermore, employment relation act and
employment right act protect the rights of the individuals and support in making strong bond
5

between the employer and employee (Perry, Hondeghem and Wise, 2010). Further, some of the
major laws which Ritz-Carlton has to follow are stated down under: Sex discrimination act, 1995- This act focuses on not to discriminate any employee on
basis of major factors like sex, gender, race color, marital status in the field of
employment. If HR manager does so then it might lead towards breaking of legal policy
and it can affect the organization brand image as well. Equal Pay Act, 1970- Employees should be given equal amount of salary with respect to
their designation within the business organization (Jiang and et.al., 2012). They should
not make any discrimination on the basis of pay structure who is working on the same
position within the hospitality.
 Works and families Act, 2005- This act helps employees to make a proper balance of
work and family without any consequences and problems. With the acceptance of this
act, employee within the organization will feel comfortable and they can easily manage
their personal and professional life. It includes convenient working hours, maternity and
paternity leaves etc.
 EU Working time Directive: As per this directive, cited company cannot make
employees work more than 48 hours a week (8 hours a day). From this, company need to
make proper shift of employees so that whole work can be divided among them. Due to
this, company need to hire more employees for same set of job roles.
 Health and Safety 1974: Additionally, company even need to incorporate measures for
health and safety so that situation of mishap can be managed. In this regard, regular
maintenance within organisation need to done so that safe work environment can be
offered to employees (Schuler and Jackson, 2008). This certainly increases the cost of
operation for the mentioned hotel.
 Data Protection Act 1998: As per this act, company need to protect the information of
employees as provided by them. Such information should not be shared with any third
party without the consent of employees (Delahaye, 2015).
The above mentioned legal and regulatory framework will help Ritz-Carlton to function
their activities in smooth and convenient manner which will significantly result into achievement
of their individual as well as organizational goals and objectives. If any of the act is abolished
then it might pamper their goodwill upto great extend and significantly downfall their brand
6

image in the eyes of the clients (Master, 2014). Moreover, one of the major corporate strategy of
Ritz-Carlton is to give employee higher satisfaction and high productivity in the sale of their
services.
Further, they also emphasized on not to follow any sort of illegal or unethical practices
which can affect human relation within or outside the hospitality venture. Employees within the
hospitality are also allowed to get engaged within the union activities. However, being a
hospitality industry employees have to work on Sundays, statutory holidays and at times
overtime as well.
TASK B
a. Job description and Person specification for a hotel industry job
Following is the job description and person specification required for the human resource
manager by the management of Ritz Carlton hotel:
Job description – According to Daley, 2006, it is a list of general tasks, functions and
responsibilities of a position. It is usually developed by conducting job analysis, which includes
examining the work and series of tasks necessary to perform the job. A job usually has several
roles for which analysis is to be considered for the areas of knowledge and skills needed for the
job. The job description includes whom the person is to reports, specifications (qualifications or
ability) required for the job, and a range of fair/appropriate salary (Daley, 2006).
Title: Human Resource Manager/Officer in Ritz Carlton Hotel
Department: Human Resource Management
Reports to: General Manager/Human Resource Director
Job purpose: To ensure guest satisfaction by delivering high quality services and consistency in
execution excellence through the entire guest experience. Responsible for providing
personalized guest service and support the organizational policies for all personnel, compliance,
employee relations, labor relations and staff development, affirmative action and equal
employment opportunity functions of the Hotel (Bratton and Gold, 2012).
Typical duties & responsibilities of position:
 Provide leadership and supervision for human resources operations & activities.
 Maintain the strictest confidentiality at all times matters pertaining to the organisation
and its associates.
7

 Adopt the service industries relations policies, practices and procedures which would
ensure harmonious employer/associate relations (Boxall, Purcell and Wright, 2008)
 Establish and/or recommend salary ranges, offers, and compensation adjustments and
monitor salary reports for equity, compression or other issues.
 Inform and advise the Human Resource team about the disturbances or grievances caused
by any of the hotel associates.
 Assist the activity of carrying out staff audits, identify gaps, and propose staffing levels
for the organization (Delahaye, 2015).
 Maintaining an up to date and accurate staff records and filing system.
 Responsible for drafting job advertisements, vacant jobs, screening applications, short-
listing and interviewing to select the eligible candidate.
 Maintaining the standards & policies of hotel which are abided by Anti-Discrimination
Act (1991), Health and Safety Act (1995) and Food safety hygiene standards
(Management study guide. 2016). Providing professional level advice and counsel to supervisors, faculty and administrators
and managers across entire range of employee relations and organizational matter
including performance assessment and management, labour relations, corrective actions,
dispute resolution, compensation and classification;recruitment and retention; and
organizational structure and staffing (Dowling, 2008).
Person specification – It is the description of the person desired as per the requirement of the job.
The attributes desired for the person includes qualification, skills, experience, and knowledge
with some personal ability required in the candidate in order to perform the job duties.
 Required knowledge of –
◦ Principles, practices and techniques of human resources' administration, organisation
and operation.
◦ Effective management to carry out the sessions of supervision, training and
development of the staff.
◦ Method of professional record keeping, writing, reporting and project management.
◦ Must quickly develop a solid knowledge of UMS human resources and Board of
trustee policies and procedures, collective bargaining agreements and memorandums
of understanding (Management study guide. 2016).
8

 Skills -
◦ Excellent inter-personnel, communication, facilitation and conflict mediation skills.
◦ Good computer literacy with internet handling/working skills. Familiarity with the
human resources' information system.
◦ Possess excellent customer relations skills.
◦ Ability to effectively plan, implement and manage assigned programs and functions
(Delahaye, 2015).
◦ Researching, collecting information, manipulation and reporting skills.
 Education and experience -
◦ Degree in Human Resources Management or any Social discipline.
◦ Candidate should have its Post graduation diploma/degree in Human resource
management.
◦ Certification in Human Resource sector or similar advanced training
◦ At least a three years experience of a Human Resource position.
◦ Must project and uphold the highest ethical standards and have demonstrated
leadership ability and excellent interpersonal and communication skills.
◦ Understanding and practical knowledge of labour laws and statutory returns
regulations.
b. The selection process of different service industries businesses
The motive of the selection process is to appoint the appropriate person to the appropriate
position. It is only possible if the methods of selecting the person, offers high validity (as
predictor of future job performance) and total cultural sensitivity (appointing the right candidate
regardless not only its age and gender but also ethnic origin and nationality). Particularly, the
design of fair selection processes aims to develop techniques to identify the knowledge, skills
and personal tactics in order to attain its potential for the job and over the workplace (Tsui and
Wu, 2005).
Selection process of Ritz Carlton Hotel -
Ritz Carlton is one of the largest chain of hotels that has established itself in different
countries. Here, selection process initiates from collecting the CV of applied applicants and
select the eligible applicants for preliminary interview in which basic information about
candidates are collected by HR assistant or its team. On the basis of this, written test is examined
9

that helps in identifying the intellectual level of the candidates (Marchington, 2015). However,
this test also aids in assessing the technical skills and abilities of the candidates to fulfill the
requirements of job position. Through this, candidates scoring more than the aggregate marks are
promoted to another level where an interview by HR team is organized. At this stage, face to
face interview in done by HR heads of the hotel in which attitude and competency of candidates
is judged. Also, interviewer ensures the problem handling and solving approach/ability of
candidate. After, simulation is done where candidates are asked to show the basic criteria for
welcoming guest and making them comfortable at hotel. This helps in assessing the hospitality
skills of applicant so that best is selected (Lawler, 2005.). After this, final interview is organized
in which verification of the documents and salary negotiation is done. In the end of this round,
the eligible person is given the joining letter and formalities are done, placed on the position in
the hotel.
Selection process of Hilton Hotel –
Among the selection methods used by the organization to select staff, the traditional
approaches seem to be used and maintain their dominance over more advanced techniques. It
follows different selection process as compared to Ritz Carlton Hotel. In relation to the selection
of the skilled employees, which are generally the management trainees or graduates,
management use psychological tests for the scrutiny of the best among all the applied candidates.
Further the candidates scoring around 80% are promoted to the interview round where the HR
head takes a face to face test and verifies the documents of the candidates (Shields and et.al.,
2015). This round of interview helps in screening the behavior of candidate during the strike of
crisis. Person achieving in this round are progressed to the round of salary negotiation and
placing him.
c. Contribution of training and development activities
Training and development refer to the programs designed to help and motivate new
employees in manner to adjust them to the workplace successfully. With the addition to this, they
include the formal current efforts of the management in an organization, to improve the
performance and self-fulfillment of their employees via various methods and programs (Schuler
and Jackson, 2008). Training and development have emerged as formal corporate functions,
integral elements of corporate strategy, and are recognized as professions with distinct theories
and methodologies as companies increasingly acknowledge the fundamental importance of
10

employee's growth and development, as well as necessity of a highly skilled workforce, in order
to improve the success and efficiency of their organizations. The contribution of the training and
development are further classified as: Helps in achieving the desired goals and objectives – Through proper techniques of
developing the recruits, an organisation can achieve its target in specific areas. Hotel
industry can easily overcome the situation of guest dissatisfaction and their bad reviews
through training and development. Directing such sector through training makes is useful
for the hotel management to turn the guest complaints to guest appraises (Kumpikaitė,
2015). But in manner to achieve such goals, they should furnish better training by
experienced & trained staff of their premises like the trainee cook placed under the head
cook, wait staff members has a skilled leader, etc. this method would reduce the cost for
training and development. Advancing the ability of the staff – The HR department could affirm the quantitative
results that showed the staff development programmes benefits the whole staff and the
guests. It advances the skills and knowledge, increases the efficiency of handling the
customers/ guests, rises the job satisfaction, promotes the salary, bonuses and incentives
of the hotel staff and with regards to the organisations, training benefits them in manner
of increasing productivity, improved customer service, available pool of skilled staff and
developed staff relations and guests are the ultimate beneficiaries of efficient and
effective staff (Daley, 2006). Reduces the cost – In a hotel industry, the staff of highly trained employees are self
reliant. They have the ability to take decisions with little guidance from the head
supervisor while performing any task and execute it with the positive results. The skilled
employee has a behaviour to execute their work more efficiently and to avoid negative
comments from the Manager else well as the guest. The activities during the training
build such positive behaviour in the employees (Davis-Blake, Broschak and George,
2003). Improves the efficiency – The approaches of training and development indicates itself as a
beneficial operation performed by the service industries. It contributed in increasing the
staff efficiency in acquisition of new knowledge, ability, power, experience and increased
job spirit. It helps in motivating the performance level of the staff, the understanding
11

ability to know the service factor required by the guests, allocating the available sources
in the hotel premises, evaluating the skills on the workplace, meeting the needs of the
guests, etc. The training and development creates a critical structure of developing the
staff.
 Rising morale and profitability – The T&D build and strengthen the base of new joining
by encouraging them, inspiring their attitude, enhancing their nature to attract guest’s
attention and gaining client's interest by their services (Ryan and Deci, 2000).
Development motivates the morale of the hotel as an effective goal because to provide
comfort and luxurious feeling to the guests and the traveller is their desired objectives. It
turns to an income source for the hotel which increases the profitability and acts as an
origin of earning revenue. It would also attract the new potential customers in the market
seeking for a comfortable place to stay.
CONCLUSION
It has been articulated from the above report that Human Resource Management works as
a supportive part which creates a strong base for an organization to achieve its goals smoothly. It
is an important function of recruiting and selecting process along with training and developing
the workforce to perform effectively (Lawler, 2005). The study also focuses on various
betterment of the employees working in the hotel industry through employment law and
employee relations. To understand all these topics properly Ritz-Carlton Hotel has been taken as
an example. Through this report it can be concluded that the company is making ample use of its
HRM to reach the heights of the industry and achieve its desired objectives.
12

REFERENCES
Journals and Books
Armstrong, M. and Taylor, S., 2014. Armstrong's handbook of human resource management
practice. Kogan Page Publishers.
Boxall, P., Purcell, J. and Wright, P. M., 2008. Human Resource Management.
Bratton, J. and Gold, J., 2012. Human resource management: theory and practice. Palgrave
Macmillan.
Cheng, E. W. and Li, H., 2006. Job performance evaluation for construction companies: an
analytic network process approach. Journal of construction engineering and
management. 132(8). pp. 827-835.
Daley, D. M., 2006. Strategic human resource management. Public Personnel Management.
Current concerns, future challenges. 5. pp.120-134.
Davis-Blake, A., Broschak, J. P. and George, E., 2003. Happy together? How using nonstandard
workers affects exit, voice, and loyalty among standard employees. Academy of
Management Journal. 46(4). pp. 475-485.
Delahaye, B., 2015. Human resource development. Tilde Publishing.
Dowling, P., 2008. International human resource management: Managing people in a
multinational context. Cengage Learning.
Hendry, C., 2012. Human resource management. Routledge.
Jiang, K. and et.al., 2012. How does human resource management influence organizational
outcomes? A meta-analytic investigation of mediating mechanisms. Academy of
management Journal. 55(6). pp. 1264-1294.
Kumpikaitė, V., 2015. Human resource training evaluation. Engineering economics. 55(5).
Lawler, E. E., 2005. From human resource management to organizational effectiveness. Human
resource management. 44(2). pp.165-169.
Marchington, M., 2015. Human resource management (HRM): Too busy looking up to see
where it is going longer term?. Human Resource Management Review. 25(2). pp.176-
187.
Master, B., 2014. Staffing for success linking teacher evaluation and school personnel
management in practice. Educational Evaluation and Policy Analysis. 36(2). pp. 207-
227.
13

Mowday, R. T., Porter, L. W. and Steers, R. M., 2013. Employee—organization linkages: The
psychology of commitment, absenteeism, and turnover. Academic Press.
Murray, J., 2005. Work and care: New legal mechanisms for adaptation. Labour & Industry: a
journal of the social and economic relations of work. 15(3). pp. 67-87.
Perry, J. L., Hondeghem, A. and Wise, L. R., 2010. Revisiting the motivational bases of public
service: Twenty years of research and an agenda for the future. Public administration
review. 70(5). pp. 681-690.
Purcell, J. and Hutchinson, S., 2007. Front‐line managers as agents in the HRM‐performance
causal chain: theory, analysis and evidence. Human Resource Management Journal.
17(1). pp. 3-20.
Ryan, R. M. and Deci, E. L., 2000. Self-determination theory and the facilitation of intrinsic
motivation, social development, and well-being. American psychologist. 55(1). pp. 68.
Schuler, R. S. and Jackson, S. E., 2008. Strategic human resource management. John Wiley &
Sons.
Shields, J. and et.al., 2015. Managing Employee Performance & Reward: Concepts, Practices,
Strategies. Cambridge University Press.
Storey, J., 2007. Human resource management: A critical text. Cengage Learning EMEA.
Swanberg, J. E., Logan, T. K. and Macke, C., 2005. Intimate partner violence, employment, and
the workplace consequences and future directions. Trauma, Violence, & Abuse. 6(4). pp.
286-312.
Tsui, A. S. and Wu, J. B., 2005. The new employment relationship versus the mutual investment
approach: Implications for human resource management. Human Resource Management.
44(2). pp.115-121.
Online
Employment and industrial relations in the hotels and restaurants sector. 2012. [Online].
Available through:
<http://www.eurofound.europa.eu/observatories/eurwork/comparative-information/
employment-and-industrial-relations-in-the-hotels-and-restaurants-sector>. [Accessed on
17th February 2016].
Management study guide. 2016. [Online].Available through:
<http://www.managementstudyguide.com/human-resource-management.htm>. [Accessed
on 17th February 2016].
14