David Ulrich's HRM Model Application

This assignment requires a comprehensive examination of David Ulrich's HRM model and its implementation in the hotel industry. It involves analyzing the role of line managers in providing training and development opportunities for employees, as well as examining the impact of external forces on organizational trust and employee engagement. The assignment also explores the application of Strategic Human Resource Management (SHRM) practices in multinational companies, including their influence on business strategy, HR outcomes, and organizational performance.

SHRM

Table of Contents
INTRODUCTION...........................................................................................................................1
MAIN BODY ..................................................................................................................................1
1) HR policies and practices within organisations against concept of high commitment HRM 1
2) External forces and effect on HR strategic decisions within organisations............................3
3) Analysis of HR function organised and policies, practices delivered....................................4
CONCLUSION................................................................................................................................6
REFERENCES ...............................................................................................................................7

INTRODUCTION
Strategic Human Resource Management (SHRM) is practising of developing, retaining,
attracting and rewarding staff for providing benefits to both individual as well as organisation
(Aldaibat and Irtaimeh, 2012). In order to work in organisation, all department should interact
with each other. The given assignment is based on two hotel industry which are The Landmark
London and Royal Lancaster London. The Landmark London was founded in 1993 which is five
star hotel whereas Royal Lancaster London was established in 1967. Here, will discuss about
Human Resource (HR) policies, practices, high commitment. The external factors affecting HR
strategic decisions and challenges of line managers in delivery of HRM.
MAIN BODY
1) HR policies and practices within organisations against concept of high commitment HRM
In order to run an organisation, they need to make policies and practices. These are made
in favour of organisation so that they can achieve their set goal and objectives. All important
factors need to be considered while implementing such practices. This can be explained with
concept of High Commitment HRM (HC HRM) for both hotel.
High Commitment HRM (HC HRM)
It is set practice of HR which has potential for contributing organisational performance. It
is management of staff that is supported on trust emphasising on self regulation rather than
controlled by external pressure. The factors influencing HRM system are given below:
Work life balance- It is term which describes balance that individual maintain between
time given for work and their other aspects of life (Belhaj and Tkiouat, 2015). It is required for
every person to maintain balance among personal and personal life. In Landmark London every
staff are committed towards work and given time to manage both professional and personal
work. It helps them to work for company and achieve goal. Similarly, work life balance of Royal
Lancaster is not good enough as workers does not get time for their personal life. This creates
negativity towards work and company. This should be practices in company for effective
towards work life balance of employees and give proper commitment to them.
Performance review, appraisal and career development- Performance review is the
process in which performance of each and every are evaluated on basis of set standard.
According to their execution of task and commitment towards organisation, appraisal took place.
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It is responsibility of enterprise to follow practice of career development for their working staff.
Here, Landmark London is very renowned hotel which conduct training and development
programmes for their employees and review performance and accordingly provide appraisal. As
Royal Lancaster does not follow such practices in their organisation which leads staff to leave
entity and feel unsecure towards their career goal. Thus, if such policies are made then it should
be implemented.
Self-managed teams/team working- It means group of workers who come together and
responsible and accountable for all aspects which they do (Chadwick, Super and Kwon, 2015).
This encourages workers to give their best and increase motivation for performing better. Here,
Landmark London follow such policies in order to increase skill and knowledge for all types of
work. It also help them to participate in each and every activities of organisation. In case of
Royal Lancaster, manager make team for them and assign them. They are not provided with
opportunity for self creating team and managing everything.
Best Fit HRM
In order to fit HRM in organisation, it can apply life cycle which is given below:
Start up- It is called birth stage of any organisation in which it come into market. The
Landmark London started with its journey in 1993 in London. The things required in initial stage
are effective business plan, money, support from family, legal structure. As this hotel has enough
knowledge and requirement, so it started business in market.
Growth- The manner of growing or increasing business is called growth. The most
important factors required in growth stages are capital and right partner for running business.
Landmark hotel has sufficient funds and good partners so that they came in market. Currently, it
is growing its business in London in order to serve people and fulfils their need and wants.
Maturity- The reaching at peak point is called maturity. The Landmark London has
reached maturity stage because of its service and goods which it is providing to their consumers.
This is peak point where business earn maximum profits and lead competitors.
Decline- It means stage in which organisation experience reduction in revenue and
resources over period of time (Dimba and Obonyo, 2015). It is faced by every organisation
because of increase in competitors. The Landmark London also went through this phase because
of competition increased in market.
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2) External forces and effect on HR strategic decisions within organisations
The organisation is influenced by many forces as it survive its business in market. This
forces can be positive as well as negative. This leads to influence HR strategic decisions and
accordingly it should be changed (Muduli, 2012). Both hotel has effected by external forces and
according to that strategy has made to run business successfully.
Key stakeholders of The Landmark London and Royal Lancaster London
Customers- Landmark London has high upper class customers as key stakeholders. As it
is five star hotel which provide services to their target consumers. Similarly, Royal Lancaster has
also customers as key stakeholder but it focus on high class to deliver goods and service.
According to their need and demand they provide services.
Employees- The employees may carry out supervisory, managerial and other functions of
organisation. They take remuneration for contribution their service to company. Here, in context
of Landmark London, employee should be skilled, knowledgeable and experience for carrying
out task whereas Royal Lancaster should also possess efficient for functioning different task at
organisation.
Factors which effect on levels of employee engagement at hotel industry
Low level of Trust- Employee having low level of trust with their subordinates and
organisation creates issue while doing any group. This influence strategic decision making in
enterprise. If Landmark London and Royal Lancaster does not conduct activities related with
employee engagement then it can create problems while running business task. As work should
be done in group for achieving goal and objectives. This creates trust problem among staff and
manager.
Lack of employee involvement- Each and every employees working in an organisation
should participate in activities to improve them (Ng and Wei, 2012). If they don't interact with
each other then they cannot understand actual situation and scenario. The Landmark London and
Royal Lancaster should focus on employee engagement activities to improve them perform
otherwise it can create problem for organisation to achieve their goal and objectives.
Repetitive Work- Many employee feel lazy and inactive performing same work again and
again. Here, Landmark London and Royal Lancaster both need to provide training and
development to their staff for doing work in different and unique which enhances them to learn
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something new with their interest and desire. It also increase employee engagement activities in
organisation.
Nature of Work
High Skilled Workforce- Every organisation prefer to have skilled and knowledgeable
staff for running their business (Scully and et. al., 2013). Landmark London need highly skilled
staff as it is most renowned hotel which need everything to be perfect while operating their
business. There are many department which should be handled that requires highly skilled
workforce. But there are less efficient staff in Royal Lancaster which creates problem while
running activities.
Low Skilled Workforce- This type of workforce decreases efficiency and productivity of
organisation. As staff required in every sector should be efficient and knowledgeable to carry out
job.
3) Analysis of HR function organised and policies, practices delivered
HRM Practices
HRM practices is interaction in enterprise performance such as enhancement of
workforce ability, opportunity, ability, motivation. The aim is to create flexible and caring
management style for running of business.
HR Department functioning
There are different functions which are performed by HR department in Hotel industry
such as:
Strategic- The high level decisions are made by top level and strategic are made. Every
HR manager need to make strategic decision for betterment of organisation. In Landmark
London manger make strategic decisions for their staff and employees so that all activities can
run effectively and efficiently. They need to communicate them properly so that they work
accordingly. In context to Royal Lancaster strategic decisions are made by director of
organisation considering all relevant elements for their staff so that they can work smoothly.
Operational- The operational function of HRM should perform different activities such
as procurement, compensation, maintenance, development, integration and separation (Su,
Wright and Ulrich, 2018). These are performed by HR manager of organisation so that all
activities can run with efficiency. Both Landmark London and Royal Lancaster has operational
department to overview changes in employees and staff.
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Function organised
All activities should be organised so that important and less importance can be identified.
It can be organised through help of Ulrich’s model which consists of four elements described
below:
HR Business Partner- They are asked to communicate with internal customers or
internal clients. They act as single point for internal contact. They helps in influencing
organisation positively and identifies top talents (Tooranloo, Azadi and Sayyahpoor, 2017). This
people provide honest feedback to internal people so that they can improve themselves and open
vacancy to select best candidates. These business partner run cross functional projects so that
productivity increases, develop talents and supporting innovations. If both Landmark London
and Royal Lancaster have effective business partner then they can improve their internal
employees performance and organised all activities in effective manner.
Change Agent- When enterprise need to evolve, expand or change goal and objectives
then change agent of HR communicate to internally. They arrange training opportunity for
internal people so that staff can learn new skills for changed of goal, objectives. They adopt
entity for stage of evolution or growth. Here, Landmark London and Royal Lancaster both have
change agent for internal individual who can guide them and provide better training and
development opportunities so that functions can be organised (Managing HR Roles: David
Ulrich’s Model, 2018).
Administration Expert- They are liable for multiple task of organisation. These people
follow changes in regulation, safety rules, legislation, occupational health, trade law, other laws
in order to adapt and stay with those laws. Also they are liable for organising employee
information and marketing. They help enterprise for monitoring, securing and updating
information for better running of business. There are administration expert in Landmark London
and Royal Lancaster for organised function of business and run it effectively.
Employee Advocate- These people protect their own interest and make strategic
initiatives. They also focus on employee experience and improve morale which help agent to
provide training and development for new jobs and promotions (Uysal, 2015). In context to
Landmark London and Royal Lancaster, employee advocate organised function is required to
manage overall operations of business.
Line managers' role in HRM
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Line manager has various role in HRM for smooth running of business. They are person
who identifies management goals to other worker working in organisation. There are different
goals that are required in management of activities by manager. They conduct training and
development activities for their subordinates so that they can improve their knowledge and skills.
It is very necessary to have skilled and experienced workers in enterprise so that activities can be
carried out smoothly. The line manager adapt rules and communicate to their working staff and if
any changes are made they need to go through it. Thus, line manager perform various roles in
HRM for achievement of set goal and objectives.
CONCLUSION
From above mentioned report, it can be concluded that Landmark London and Royal
Lancaster need to make strategic decision for running their business successfully. Both need to
analyse HR policies and practices with help of concept of high commitment HRM (HC HRM)
for their business and achieve goal and objectives. Every enterprise goes through phase of life
cycle begin with start up and ends with declination. Due to external forces organisation is
effected in terms of trust, employee involvement and others. Here, both hotel industry has used
Ulrich model for proper organised functions and operations. The line manager plays roles such
as providing training and development in terms of HRM.
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REFERENCES
Books and Journals
Aldaibat, B. F. and Irtaimeh, H., 2012. The Role Of Strategic Human Resource Management At
Jordanian Banking Sector Through Implementation Total Quality Management
(TQM). European Scientific Journal, ESJ. 8(25).
Belhaj, R. and Tkiouat, M., 2015. Including Client Opinion and Employee Engagement in the
Strategic Human Resource Management: An Advanced SWOT-FUZZY Decision
Making Tool. International Journal of Human Capital and Information Technology
Professionals (IJHCITP). 6(3). pp.20-33.
Chadwick, C., Super, J. F. and Kwon, K., 2015. Resource orchestration in practice: CEO
emphasis on SHRM, commitment‐based HR systems, and firm performance. Strategic
Management Journal. 36(3). pp.360-376.
Dimba, B. and Obonyo, P. K., 2015. Influence of culture on strategic human resource
management (SHRM) practices in multinational companies (MNC) in Kenya: A critical
literature review.
Muduli, A., 2012. Business Strategy, SHRM, HR Outcome and Organizational Performance:
Evidence From an Indian Industry.
Ng, Y. C. and Wei, L. Q., 2012. Efficiency of Chinese enterprises: Does human resource
management matter?. Applied Economics Letters. 19(1). pp.35-39.
Scully, J. W., and et. al., 2013. The role of SHRM in turning tacit knowledge into explicit
knowledge: a cross-national study of the UK and Malta. The International Journal of
Human Resource Management. 24(12). pp.2299-2320.
Su, Z. X., Wright, P. M. and Ulrich, M. D., 2018. Going beyond the SHRM paradigm:
Examining four approaches to governing employees. Journal of Management. 44(4).
pp.1598-1619.
Tooranloo, H. S., Azadi, M. H. and Sayyahpoor, A., 2017. Analyzing factors affecting
implementation success of sustainable human resource management (SHRM) using a
hybrid approach of FAHP and type-2 fuzzy DEMATEL. Journal of cleaner production.
162. pp.1252-1265.
Uysal, G., 2015. Stages, Content, and Theory of Strategic Human Resource Management
(SHRM): An Exploratory Study.
Online
Managing HR Roles: David Ulrich’s Model. 2018. [Online]. Available through:
<https://blog.mettl.com/talent-hub/managing-hr-roles-david-ulrich-model>.
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