Strategic HRM and Hospitality Performance

This assignment delves into the crucial role of Strategic Human Resource Management (SHRM) within the hospitality industry. It examines how SHRM practices influence organizational performance in this dynamic sector. Students will analyze academic research, explore the link between SHRM and key performance indicators, and consider practical strategies for implementing effective SHRM in hospitality settings.

Strategic HRM 1
STRATEGIC HRM
By Student’s Name
Code+ course name
Professor’s name
University name
City, State
Date

Strategic HRM 2
C.M. Siddique (2004) Job analysis: a strategic human resource management practice, The
International Journal of Human Resource Management, 15:1, 219-244, DOI:
10.1080/0958519032000157438
SUMMARY
This journal focuses on the effect of employment analysis on performance of the
organization. The stronger relationship between job analysis and performance led to need for
proper maintenance of HR IS (information systems), HR participation in strategic planning and
emphasis on CBC (competency-based characteristics) from employees1. This article also
suggests the importance of strategic HRM to win competitive advantage. The journal presents
Uses of job analysis.
CRITIQUE
The journal covers the effect of employment analysis on performance of the organization.
The journal emphasizes on the importance of strategic planning on job analysis to enhance
1 Siddique, C.M. " Job analysis: a strategic human resource management Practice." The
International Journal of Human Resource Management 15, no. 1 (2004): 219-244.

Strategic HRM 3
performance and win competitive advantage. In addition, the journal presents contribution on
developing procedures and techniques on proper maintenance of HR IS (information systems),
HR participation in strategic planning and emphasis on CBC (competency-based characteristics)
from employees. necessary for application of job related information (Siddique 2004).
The study of job analysis is important to HR to provide information on employees and
the job itself. This information is used to develop documents like job specification, job
description and performance standards2. They help HR make decision on training and
development, recruitment and selection criteria, performance appraisal, safety and healthy
requirements and compensation that match the characteristics and demand of job. For HR
activities to be effective, employees and organization must understand their job. Further, the
study should extent SHRM around globe (Amit and Shoemaker 1993).
Boselie, P, G Dietz, and C Boon. "Commonalities and contradictions in HRM and performance
research." Human Resource Management Journal 15 (2005): 67.
SUMMARY
The journal focuses on impact of managing human resources to enhance organizational
performance. The journal determined the company’s goal as an indicator of performance. This
journal provides opportunities for Organizations to understand employees expectations for a
good performance.
CRITIQUE
2 Siddique, C.M. " Job analysis: a strategic human resource management Practice." The
International Journal of Human Resource Management 15, no. 1 (2004): 219-244.

Strategic HRM 4
In the world today, companies want to be more competitive in the market. This journal
focuses on the impact of managing human resources to enhance organizational performance. The
journal determined the company’s goal as indicators of performance e.g. Cost reduction,
increasing customers, market percentage, product quality, improve productivity and innovation
of product. HR is an important tool to a company and should be properly managed3. The study
presents an opportunity for organizations to realize and determine the expectations of its
employees so that they are motivated to perform. SHRM is combined with organization strategy
to enable it have workers of the right skills for the demand of the job4.
Performance of the organization is in relation to skills, attitudes and behavior of the
workers in an organization. Policies such as HR planning, selection, recruitment, training,
employer-employee relationship and compensation motivate workers. In addition, responsibility
and authority must be employed in the organization, work together and focus on all organization.
Duffy, J. Measuring customer capital. Strategy & Leadership. 2000.
SUMMARY
This journal showed the challenges of expanding businesses oversees. This journal
focused on the advantages and disadvantages of managing global employees. Further, the article
analyzed the strategic plans to use to manage this business. This article concentrated on
determining ways of mitigating these challenges
3 Boselie, P, G Dietz, and C Boon. "Commonalities and contradictions in HRM and
performance research." Human Resource Management Journal 15 (2005): 67.
4 Duffy, J. Measuring customer capital. Strategy & Leadership. 2000.

Strategic HRM 5
CRITIQUE
With globalization, organizations have seen the challenges of expanding their businesses
overseas. This study focuses on the importance of leadership and management of people globally
to enhance performance. There are limitations that hinder leaders to manage teams in different
locations. Leaders have a problem to observe and monitor their employees’ efforts and
performance, language barrier, poor network coverage for teleconferences and multitasking from
employees. This hinders general performance5. The journal determined that workers from the
lower hierarchical level are flexible to handle duties and need effective leadership.
The study provided an opportunity for companies to suggest strategic plans of operation
and have a well-defined positions and structures of the firm to ensure easy management of the
organization.
This article concentrated on determining ways of mitigating these challenges. They include;
efficient and successful management for motivation, initiate communication tool to counter
language issue and friendly environment for employee motivation.
Fynas, J.G, and K Mellahi. Global strategic management. Oxford: Oxford University Press.,
2011.
SUMMARY
This study focuses on the determining the impact of dynamic environment and its
analysis on business performance. The journal also emphasized the need for employing new
5 Fynas, J.G, and K Mellahi. Global strategic management. Oxford: Oxford University
Press., 2011.

Strategic HRM 6
strategies in the market and ways of gaining competitive advantage. Further, the article focuses
on strategic models and processes in a firm.
CRITIQUE
Organizations today operate in an environment under external and internal forces. These
forces keep on changing and therefore organizations need to employ new strategies to enable
them win competitive advantage and offer direction of each department in the firm. HRM
involves the tasks in relation to recruitment, training, motivating, developing and maintaining
employee relationships in the organization. This article focuses on ways of gaining competitive
advantage as product differentiation, cost leadership and management ability, company’s
competence, skills and response to customer needs. The objective is to determine the importance
of strategic management to the firm, models and evaluation in order to ascertain managers’
ability to manage its employees for a better performance.
This article provides an opportunity for companies to analyze business environment to be
more competitive in the market and areas of strategies the company needs to focus on. Further,
the process of strategic management that involves strategic analysis, formulation and
implementation was identified.
Drucker, P. "'They’re Not Employees, They’re People’." Harvard Business Review, 2002: 70.
SUMMARY

Strategic HRM 7
The journal focuses on the impact of HRM on the organization, employees and financial
outcome. The journal linked various outcomes and HRM practices. Further, the article analyzed
how HRM practices influence outcome dimensions for job satisfaction6.
CRITIQUE
The journal focuses on the impact of HRM strategy in the health sector of organization,
employees and financial outcome. The journal linked various outcomes and HRM practices. The
HR practices relates to organizational outcome to measure customer satisfaction, financial
outcome to measure net and profit margin while HR outcome to measure absence and sickness of
the employee. Further, the article analyzed how HRM practices influence outcome dimensions.
The study shows that a good job satisfaction relates to performance. When employees are
satisfied in terms of their job they behave well towards customers in terms of service. An
organization can use a reduced cost strategy to increase financial advantage by investing in
employees. The article presents some limitations as assumption that similar mix of human
resource practices will resemble all organization and the issue of sample size. Further, examining
importance of HRM practice in the health sector will benefit both PR actioners and researchers
in the business (Drucker 2002).
Conkin, D. J. "Critiquing research for use in practice." Journal of Pediatric Health Care, 2005:
183.
SUMMARY
6 Drucker, P. "'They’re Not Employees, They’re People’." Harvard Business Review,
2002: 70.

Strategic HRM 8
The journal focused on the effect of HRM policy. The article also identified gaps
between HRM practice and policy on employees and organization. Further, the article discussed
the role of soft policy and importance of unions and role of HRM policy7.
CRITIQUE
The journal focused on the effect of HRM policy. The article also identified gaps
between HRM practice and policy on employees and organization the gap between HRM
practice and HRM policy negatively affects the outcomes8. Therefore, SHRM positively affects
implementation practices thus reducing the gap between them9. Unions is less effective on
outcomes. Further, the article discussed the role of soft policy and importance of unions and role
of HRM policy. The journal used HRM managers for information and this result in distorted
response.
HR functions and Managers should improve soft practice and soft policy and reduce gap
HRM practice and HRM policy. To achieve this, firms should make sure HRM functions are
effectively resourced.
The journal provides empirical and theoretical contributions to analysis on the role of HRM in
the organizations. In addition, it benefits the SHRM practice and research.
Jones, G. G Organizational Theory: Text and Cases. Englewood Cliffs. Prentice Hall., 2001.
SUMMARY
7 Conkin, D. J. "Critiquing research for use in practice." Journal of Pediatric Health Care,
2005: 183.
8 Ibid.
9 Conkin, D. J. "Critiquing research for use in practice." Journal of Pediatric Health Care,
2005: 183.

Strategic HRM 9
The journal focuses on the effect of technology on HRM practices and processes. The
journal analyses the challenges and merits of technology to firms’ processes to achieve goals10.
In addition, the journal gives a chance to examine methods of improving the system so that firms
achieve their goals.
CRITIQUE
In the world today, technology plays an important role in organizations. The journal
focuses on the effect of technology on HRM. Despite its benefits, there is no clear indication of
how these new systems have helped firms to attain their goals of retaining, motivating, attracting
employees. This article presents challenges that organizations face e.g. allows one-way mode of
communication system, are passive, impersonal and exclude people who lack computer skills.
The journal also discusses the merits and challenges of using new systems. Further, the article
gives direction for practice and future research on use of technology to enhance HR processes.
The research gives an opportunity for more research to examine the impact of technology
on HR practice on achieving goals. The goals of organization include; successful recruitment and
placement, selection of talented and skilled workers and training to increase the skills and
knowledge of the staff. Therefore, further researches should enable find the role of e-HR
practice.
Guest, D. E. "Human resource management and performance: still searching for some answers."
some answers. Human Resource Management Journal 21, no. 1 (2011): 3-13
10 Jones, G. G Organizational Theory: Text and Cases. Englewood Cliffs. Prentice Hall.,
2001.

Strategic HRM 10
SUMMARY
This journal outlines the effectiveness of talent management in business development.
The journal discusses how talent management is important tool for success. This journal
examines the limitations and merits of talent management as well as suggesting
recommendations for further studies11.
CRITIQUE
Business environment in the country is characterized by competition. Organizations have
invested in talents to retain the most skilled workers to facilitate performance. This journal
outlines the effectiveness of talent management in business development. Many companies have
talent programs that facilitate HR activities and enhance diversity between workers .This helps
firms to differentiate, enhance operational success and strategy execution to gain competitive
advantage12. For business success, they need to hire, attract, retain and develop talented
employees. Therefore, the journal outlines how talent management is important tool for success.
As much as talent management is effective, organizations still face challenges across the
world. The biggest challenge firms’ face is inability to implement systems that will retain and
attract talents. This article examine two problem about talent management i.e. lack of a clear
11 Guest, D. E. "Human resource management and performance: still searching for some
answers." some answers. Human Resource Management Journal 21, no. 1 (2011): 3-13
12 Guest, D. E. "Human resource management and performance: still searching for some
answers." some answers. Human Resource Management Journal 21, no. 1 (2011): 3-13

Strategic HRM 11
definition and lack of model of talent management This journal examines the limitations and
merits of talent management as well as suggesting recommendations for further studies.
Bontis, N, M Crossan , and J Hullard. "Managing an organizational learning system by aligning
stocks and flows." Journal of Management Studies, 2002: 437-469.
SUMMARY
The journal focuses on the factors influencing SHRM practices and their impact on
performance. The article recommends use of strategic methods to improve performance and
improve standards13.
CRITIQUE
The continued decline of standards in the University of Nigeria has brought concern on
use of strategic methods of managing HR to improve performance. This journal focused on
determining factors influencing SHRM practices and their impacts on performance of learning
institutions. SHRM practices are influenced by funding, governing decisions, awareness of
vision and mission by employees in the HR department as well as knowledge on usefulness of
13 Bontis, N, M Crossan , and J Hullard. "Managing an organizational learning system by
aligning stocks and flows." Journal of Management Studies, 2002: 437-469.

Strategic HRM 12
SHRM strategies. SHRM attracts scholarly publications, grants, awards and international
collaborations14.
Performance of the organization is in relation to skills, attitudes and behavior of the
workers in an organization. Policies such as HR planning, selection, recruitment, training,
employer-employee relationship and compensation motivate workers. In addition, responsibility
and authority must be employed in the organization, work together and focus on all organization.
The article suggests use of strategic methods to HR department in order to improve performance
and raise standards15.
Lewis, R.E, and R.J Heckman. "Talent management: a critical review." Human Resource
Management Review 16 (2006): 139.
SUMMARY10
This journal focused on strategic HRM on hospitality. SHRM does not only depend on
training and education, experience and self-interest as the only HR asset and HR function but
extends to HR departments. All decisions involve HR decisions. This journal helps firms that
make HR decisions in order to improve its SHRM16.
CRITIQUE
This journal focused on strategic HRM on hospitality. SHRM does not only depend on
training and education, experience and self-interest as the only HR asset and HR function but
14 Ibid.
15 Bontis, N, M Crossan , and J Hullard. "Managing an organizational learning system by
aligning stocks and flows." Journal of Management Studies, 2002: 437-469.
16 Lewis, R.E, and R.J Heckman. "Talent management: a critical review." Human Resource
Management Review 16 (2006): 139.

Strategic HRM 13
extends to HR departments. All decisions involve HR decisions. This journal helps firms that
make HR decisions in order to improve its SHRM17. The article presents challenges that face
decision making by HR departments that make difficult strategic implementation e.g. varying
characteristics of human assets in terms of financial capital and physical product and difficult to
predict human performance. It is difficult to predict investment of each employee. Organizational
success depends on the individual financial value, employee pay, attitude, behaviors, perception
and repurchase.
The study shows that a good job satisfaction relates to performance. When employees are
satisfied in terms of their job they behave well towards customers in terms of service.
An organization can use a reduced cost strategy to increase financial advantage by investing in
employees.
Bibliography
17 Ibid.

Strategic HRM 14
Amit, R, and P.J Shoemaker. "Strategic assets and organizational rent." Strategic Management
Journal 14 (1993): 33-46.
Bontis, N, M Crossan , and J Hullard. "Managing an organizational learning system by aligning
stocks and flows." Journal of Management Studies, 2002: 437-469.
Boselie, P, G Dietz, and C Boon. "Commonalities and contradictions in HRM and performance
research." Human Resource Management Journal 15 (2005): 67.
Collings, D, and K Mellahi. "Collings.Strategic talent management: a review and research
agenda. Human Resource Management Review." Human Resource Management Review
19, no. 4 (2009): 304.
Conkin, D. J. "Critiquing research for use in practice." Journal of Pediatric Health Care, 2005:
183.
Drucker, P. "'They’re Not Employees, They’re People’." Harvard Business Review, 2002: 70.
Duffy, J. Measuring customer capital. Strategy & Leadership. 2000.
Fynas, J.G, and K Mellahi. Global strategic management. Oxford: Oxford University Press.,
2011.
Guest, D. E. "Human resource management and performance: still searching for some answers."
some answers. Human Resource Management Journal 21, no. 1 (2011): 3-13.
Jones, G. GOrganizational Theory: Text and Cases. Englewood Cliffs. Prentice Hall., 2001.
Lewis, R.E, and R.J Heckman. "Talent management." Human Resource Management Review 16
(2006): 139.

Strategic HRM 15
Lewis, R.E, and R.J Heckman. "Talent management: a critical review." Human Resource
Management Review 16 (2006): 139.
Siddique, C.M. " Job analysis: a strategic human resource management Practice." The
International Journal of Human Resource Management 15, no. 1 (2004): 219-244.
Appendix
Name of Author Topic Theme
C.M. Siddique effect of employment analysis Job analysis on performance.

Strategic HRM 16
on performance of the
organization SHRM planning strategies.
Importance of job analysis.
Guest, D. E. Effects of managing HR on
organization performance
Impact of managing HR. Indicator of
performance employees’ expectations.
Fynas, J.G, and K
Mellahi
Impacts of overseas business Challenges of businesses oversees.
Advantages and disadvantages of
global employees’ management.
Ways of mitigating these challenges.
Amit, R, and P.J
Shoemaker
Effects of environment on
performance
Analysis of environment.
New strategies in business.
Strategic models and processes.
Drucker, P Impact of HRM on business
dimensions
HRM business dimensions.
Outcomes and HRM practices.
Influence outcome dimensions for job
satisfaction.
Jones, G. Effect of HRM policy Effect of HRM policy.
Gaps between HRM practice and
policy.
Role of soft policy
Bontis, N, M Crossan ,
and J Hullard
Technology on HRM
processes
Effect of technology on HRM
practices and processes.
Challenges and merits of technology
to firms’ processes
Methods of improving the system.
Lewis, R.E, and R.J
Heckman.
Effect of talent management Effectiveness of talent management.
Limitations and merits of talent
management.
Duffy, J Factors influencing SHRM
practices.
Factors influencing SHRM practices
and their impact on performance.

Strategic HRM 17
Strategic methods to improve
performance and improve standards
Conkin, D. J SHRM on hospitality Strategic HRM on hospitality.
Improving SHRM.