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Strategic Human Resource Management INTRODUCTION 3 L.O.2 RANGE OF ORGANISATIONAL HRM INTERVENTIONS TO IMPROVE EMPLOYEE ENGAGEMENT AND COMPETITIVE ADVANTAGE

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Strategic Human Resource Management INTRODUCTION 3 L.O.2 RANGE OF STRATEGIC ORGANISATIONAL HRM INTERVENTIONS TO IMPROVE EMPLOYEE ENGAGEMENT AND COMPETITIVE ADVANTAGE 3 L.O.3 CRITICALLY REVIEW AND ANALYSE THE APPLICATION OF STRATEGIC HRM MODELS, THEORY AND APPROACHES 6 REFLECTIVE 8 CONCLUSION 9 REFERENCES 10 INTRODUCTION Strategic human resource management is considered as one

Strategic Human Resource Management INTRODUCTION 3 L.O.2 RANGE OF ORGANISATIONAL HRM INTERVENTIONS TO IMPROVE EMPLOYEE ENGAGEMENT AND COMPETITIVE ADVANTAGE

   Added on 2019-12-28

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Strategic Human Resource Management INTRODUCTION 3 L.O.2 RANGE OF ORGANISATIONAL HRM INTERVENTIONS TO IMPROVE EMPLOYEE ENGAGEMENT AND COMPETITIVE ADVANTAGE_1
TABLE OF CONTENTSINTRODUCTION ...............................................................................................................................3L.O.2 RANGE OF STRATEGIC ORGANISATIONAL HRM INTERVENTIONS TO IMPROVE EMPLOYEE ENGAGEMENT AND COMPETITIVE ADVANTAGE..............................................3L.O.3 CRITICALLY REVIEW AND ANALYSE THE APPLICATION OF STRATEGIC HRM MODELS, THEORY AND APPROACHES........................................................................................6REFLECTIVE......................................................................................................................................8CONCLUSION....................................................................................................................................9REFERENCES...................................................................................................................................102
Strategic Human Resource Management INTRODUCTION 3 L.O.2 RANGE OF ORGANISATIONAL HRM INTERVENTIONS TO IMPROVE EMPLOYEE ENGAGEMENT AND COMPETITIVE ADVANTAGE_2
INTRODUCTIONStrategic human resource management is considered as one of critical approach that helpsorganisation to manage human resources in effective manner. It also facilitates in optimisticaccomplishment of organisational goals and lead business to long term success. It is also refereed as astrategic framework that renders a beneficial outcome for the organisation. In other aspect, it can besaid that the strategic human resource management is proactive action of management that considersprospective of both organisation and employees (Claydon, 2012). In this respect, it can be said thatthere are number of activities that are essential to perform under strategic human resource managementpractice. Classification of key activities can be as recruitment and selection, discipline maintenance,payroll, etc. It also includes practice that motivates employees to participate in various organisationalactivities. It provides a great support to collective working and improves retention rate of the business.Moreover, it is also beneficial to maximize the mutual advantage of employment for employer as wellas workers. In order to understand the concept of strategic human resource management the learning willfocus on work culture of Hilton Hotels and Resorts. Current study will provide evaluation of widerange of strategic interventions that can improve employee engagement and competitive advantage. Itwill also have spot light on the application of various models, theories and approaches that areadvantageous for human resource management of Hilton Hotels and Resorts. L.O.2 RANGE OF STRATEGIC ORGANISATIONAL HRM INTERVENTIONSTO IMPROVE EMPLOYEE ENGAGEMENT AND COMPETITIVEADVANTAGEHuman resource management is considered as one of significant activities in an organisationbecause it helps in maximizing the performance of workers in order to meet organisational objectives.It focuses on number of key areas that plays key role in development of organisation. Classification ofelements can be as flexible working, training and development, reward management, leadershipdevelopment and employee communication (Fink, 2013). HR is also directly concerned with themanagement of people within a corporation by focusing on different policies and systems. This clearlyindicates that the significant elements of organisational practice can easily be accomplished throughassistance of different HR policies and approaches. It is significant for management of Hilton Hotels and Resorts to consider HR practice as one ofcritical aspects because it helps in creating policies that enhances employee engagement andcompetitive advantage. In the support of this, it can be stated that in order to have advancement inemployee engagement the business organisation can focus significantly on training and development3
Strategic Human Resource Management INTRODUCTION 3 L.O.2 RANGE OF ORGANISATIONAL HRM INTERVENTIONS TO IMPROVE EMPLOYEE ENGAGEMENT AND COMPETITIVE ADVANTAGE_3
and employee communication (Festing, 2008). There are number of human resource interventions thataims to create better participation of employees within organisational practice. In order to haveeffective development, it is essential for management of Hilton Hotels and Resorts to measure thecurrent engagement of employees for better analysis. For example, the management can conduct asurvey among employees to understand their needs (Kumar, 2010). In this, management can observethe attitude of employees towards responses in order to understand the engagement ratio. If workers areproviding responses in positive manner then employee engagement ratio can be marked as optimistic.It will also facilitate business in identification of key issues that impacts the operational activities indiverse manner. 360 degree tool can also be taken into account to measure the employee participationin organisational activities (Mathis, 2008). Moreover, effective design and development of positive policies is also beneficial forimprovement in employee participation and competitive advantage. It is essential for human resourcemanagement of Hilton Hotels and Resorts to review policies in diverse sections that relates withemployee performance. Classification of key areas can be as performance management, flexibleworking, training and development, career development, communication, recruitment, etc (Johnson,2011). In support of this, it can be said that the management of hospitality organisation can focus ontraining and development practice in order to attain better competitive advantage. Businessorganisation can conduct on job training and off job training to enhance the employees skills ineffective manner. Training and development is essential to ensure that management deals effectivelyand efficiently with all people in organization (Gully, 2013). For example, the Hilton Hotels and Resorts is facing issue regarding employees productivitydue to improper learning of tools among workforce. In this respect, the management can organise anon-job and off-job training programs for employees. Information about various technological tools canbe provided to workers through assistance of seminars and practical implementations. Demonstrationof activities and tools can be provided to employees in order to amend the skills and experience (Lucio,2013). It will improve productivity of organisation that impacts directly on competitive advantage ofthe business. In other aspect, it can be said that the improvement in skills of staff members facilitates ineffective accomplishment of organisational goals so that business can attain better competitiveadvantage in market. Other than this, the training and development programs also allow employees to interactionwith each other in effective manner. During seminars and conferences the workers can communicatewith each other in better way which is beneficial to identify key needs. These kinds of developmentsalso promotes collective work culture within Hilton Hotels and Resorts which is beneficial foradvancement in employee engagement (Bohlander, 2012). It has also been identified that in order to4
Strategic Human Resource Management INTRODUCTION 3 L.O.2 RANGE OF ORGANISATIONAL HRM INTERVENTIONS TO IMPROVE EMPLOYEE ENGAGEMENT AND COMPETITIVE ADVANTAGE_4

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