Strategic HRM Report: Trends, Factors, Theories, and Models for TUI

This report examines the strategic human resource management (SHRM) practices of TUI, a multinational firm. It begins by identifying current trends impacting HR strategies, such as employee expectations, technology advancements, workforce diversity, and health and safety concerns. The report then analyzes internal and external factors affecting HR practices, including technology, organizational culture, government regulations, and social/cultural environments. It delves into relevant theories like configurationally and contingency theories, and their application within TUI. Furthermore, the report explores change management models, specifically Kotter's 8-step model and Lewin's change management model, and their support for HR strategies. Finally, it discusses the 10C's HRM model as a tool for measuring and evaluating outcomes to ensure effective HR practices and sustainable business performance. The report aims to provide a comprehensive overview of SHRM principles and practices within the context of TUI, highlighting key considerations for developing and implementing effective HR strategies.

Strategic human resource
management
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INTRODUCTION
HRM focuses on the functions of an entity such as giving direction, controlling the
activities of workers, recruitment and hiring are all falls under the activities within a firm
(Pourhashemi, 2018). Strategic Human resource management is majorly concerns with goals
well as objectives in order to enhance performance as well as develop business culture. It
includes strategies and functions such as selecting, recruiting, training as well as development.
Present Report focuses on TUI as it is a multinational firm has its headquartered within
Germany. Report focused on Current trends that impact entity's HR strategy, various factor affect
on HR strategy and practices, Theories and concepts related to the development and growth of
strategic HRM, several models of change management and its support to the HR strategy,
Effective HRM as well as development that supports sustainable performance.
P1 Current trends as well as development that impact entity's Human Resource strategy
In present era, there are different trends that has emerged in context of HR. these trends
may exists either inside or outside organization. so, it is highly impacting on company HR
strategy. they have to develop strategy on basis of trends. thus, they are specified as below :
Employee expectations
Over the time people are more educated as well as more demanding . The Human
Resource of TUI must have maximum concern regarding expectations of the employee and
current trends. It also need to manage turnover within firm by training of humans resource,
planning as they are considered as one of the vital within the development of any entity (Trevor.
and Kotosaka, 2017).
Technology
It is one of the significant current trend that impacts the strategic management of human
resource within the firm as well as technological advancement is crucial for entity. Various
computerised system is also invented various technologies that aids travellers and tourists such
as online customized booking providing various discounted customized packages of Tour. All of
such technologies aids functions within firm. It is also handling various paper work and bulk of
data that can be replaced by the help of the help of the advance technology (Dawei, 2018). It can
also directly or indirectly impact the Strategy of HR of TUI also needs to be adopt various
strategic actions.
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Work force diversity- It is one of the significant trend within the firm. It focuses similarities as
well as differences among various staff members in terms of sexual orientation, physical
abilities, cultural background. HR of TUI should be aware of various religions, age differences
that exists within the work force of the firm and also develop strategy as according to it.
Health and safety- Human Resource also makes several strategies regarding health and safety of
clients . HR needs to continue by giving health services to the workers by providing them free or
discounted medical treatment and also provides them free health insurance (Burak, 2020).
Improvement programs
HR play significant role in applying of several development programs within firms as
well as various programs that are useful for the staff to understands changing work culture within
firm.
Changing skill requirement- Every firms needs developing skilled employees as HR needs to be
concern about productivity, quality as a diverse work force more effectively. This strategy also
focuses carefully it enhance the skills or deficiencies or knowledge shortages. Here he human
Resource department also provides suitable consistent programs as well as suitable training to
bridge various deficiencies (Trevor. and Kotosaka, 2017).
P2
There are many factors which impact on HR practices. The factor can exist either inside or
outside of firm. The impact depends on type of factor ad how it relates with HR strategy. so they
are defined as below
Internal factors
These are the factors that impact that how a firm can meet all its objectives as operations
of the firm through negatively and positively both.
Use of Technology- It is one o main internal factors that impacting human resource practices
and planning within HR department as well as management of the entity. Nowadays technology
becomes advance day by day and also plays an essential role within HRM practices (Trevor. and
Kotosaka, 2017). For example – use of software in measuring performance in organization.
Organization culture- It is considered as the mixer of shared values and beliefs in a firm as
well as human resource manager to creates a positive and a better culture of the firm. It is vital
for formulating several strategies as well as polices related to the human Resource.
External factors
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These are the factors that impacts from outside of an entity directly or indirectly. These
are the factors that are out of control of the TUI firm.
Government regulation
It is vital for the HR to adopt all regulations and compliances of HRM. Firm is needed to a law
called labour law especially the issues such as firing, works hours, health insurance and
compensation (Pourhashemi, 2018).
Social and cultural environment
In these factors include such as attitudes, beliefs, values to the hospitality such as tour
and travelling and business meeting also, honeymoon people and many more. So TUI must have
crucial concern regarding culture and social trends of people.
Therefore, these all some factors which impact on strategy of HR and decision taken by
them. they highly impact on it as they change overall procedure in it.
P3 Theories and concepts relating to the development and growth of SHRM
There are different theories and concepts which is related to HRM. it contains approaches
and ways of how they are applied in organisation. Each theory is based on relevant concept. thus,
in TUI theory and concept of HRM applied is :
Configurationally theory- According to this approach it is a combination of external as well as
internal fit for enhancing as well as maintaining performance of the entity. It is also applied for
achieving the objectives for firm by proper business strategy as well as planning. As per the
Configurationally models it is considered as the development of the HR practices as well as
appropriate as it can be supports in the growth of the firm. It also helps in analysing firm's
relationship among performance of the entity as well as HRM. HRM configuration is known as
the integrated set of all various HRM practices as increases the worker's behavior (Dawei, 2018).
Workers behavior is such as horizontal, vertical as well as implications focuses on the facilities
of HRM regarding desired firm's workers. This theory also significant for achieving development
and strategy of the TUI. For example- in TUI this theory is applied which has led to enhance in
employee performance and including some practices in SHRM. The staff behavior is included in
this.
Contingency theory- It defines relationship among independent variable as well as relevant
dependents that will vary as per firm's size, technology, ownership ,industry sector, location and
many more. According to this theory it applied complex communications between human
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resource management variables between HRM performances as well as also depends on various
variables between contingency factors (MICHEL, 2019). This theory focuses on the lists of
activities, aims, analysis and polices TUI firm. It also plays a significant role in order to develop
as well as grow of the HRM strategies. According to this theory it would be effective as well as
regular with various aspects of the firm as well as external environment. It is also crucial as it
gives a broad range of way to react as well as solve various issues or errors regarding strategies
of HRM. For example- in TUI technology is used in HRM which allows in developing relation
with supplier, management, etc. and HRM.
It also provides vital direction in order to make decisions. Here theories also suggests that
firms needs to adopt effective practices of the human resource within business strategy. It also
focuses to solve the issues or various errors of the strategies of HRM. It signifies external fit and
advocates to identifies that it is consider as the most suited model to the HRM.
So, these all are the theories which is applied in HRM strategy. it enables in giving insight
on how things are to be done in proper way. Moreover, each theory is based on certain concept
that is applied in different way.
P4
Change management is process of implementing a change within organisation. so, it is
necessary to successfully implement change. for that there are certain models which is available.
they provide a framework on how to implement change in systematic way. each model consists
of several stages and procedure and is applied on basis of nature of change to be implemented.
similarly, in TUI as well change management model is applied. this is done to improve HR
strategy and apply it in effective way. the model is explained as below
Kotter 8 step change model
This model is commonly used in change management. It creates a sense of urgency in
order to implement change. also, it provides support to HR strategy by implementing changes.
thus, in TUI as well this model is applied.
to motivate a sense of urgency
Develop a union
Creating vision
Getting everyone on board
Emerge short term development
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maintain acceleration
Implement changes
Inspiring a sense of urgency- Here the firm required to develop a sense for urgency regarding
change. It will also needed to working members as well as motivated them (Anyangwe,2017).
For example- technological change was implemented in operation of TUI with help of kotter
change model. Here, a vision was formed and then change was applied.
Lewin’s change management model
this is model in which change is applied into 3 stages. the process of change state creating
perception of it, moving forward ad desired level of behavior in people (MICHEL, 2019). thus,
the stages are defined as below :
Unfreeze
when the need of change is determined, the firm adopt this stage to identify what changes
can be done in it and how (Anyangwe, 2017). It applies to the firm way of change and their
natural conflicts to it. thus employees are eager to find out exact problem in present procedure
and what changes are being done and the reason behind it (Nchimbi, 2017).
Make the changes
When each one is prepared for it then HR develop strategy that how change has to be
implemented. the staff starts adopting change and working it that way. in this stage the main
thing is to have proper communication as it helps in making things clear and reducing conflicts.
Refreeze
here, in this stage, once the changes are executed then feedback is taken of staff. The HR
is responsible to refreeze their new status quo.
It is analysed that model is highly useful in the strategic HRM change as it provides a
framework to HR of TUI to implement change in successful manner (Bordunos. and Kosheleva,
2016). Moreover, it allows in providing flexibility as well to implement change and development
and performance of business. For example- a new software was installed for measuring
performance of employees. So lewin theory was used in TUI for implementing this change.
P5
It is necessary to monitor and measure outcomes so that it is find out whether change is
properly applied and outcomes are attained (Kim, 2020). besides that, results are evaluated with
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help of certain tools. the tools enable in evaluating results with help of some criteria. likewise, in
TUI as well there is a specific tool which is applied. It is defined as below :
10C'S HRM MODEL
It includes 10 C's such as competence, control and many more. As such types of principles
focuses on define strategies within entity.
Credibility- To inspire the worker's beliefs the HRM practices should develop trust between
employees and top management within the strategies of the Human Resource.
Cost-effectiveness- It involves the reward system as well as promotion within a very effective
manner falls under HRM practices (Nchimbi, 2017).
Comprehensiveness- It includes various aspect of the people management beginning from
hiring to the programs of post separation within entity.
Creativity - It plays a major role as due to the uniqueness within the strategies of HRM it
brings competitiveness and brings benefits for the firm (Napathom, 2018).
Coherence- It is also crucial as it s a way where firms become more competitive to accomplish
goals as well as objectives in support of the person's competencies.
Change- It is one of the best strategy of the HRM in order to continuous improvement as well as
development that can be significant within entity.
Commitment= The firm becomes more competent in order to accomplish goals as well as
objectives as it is a vital strategy of HRM alongside support of the people's competencies.
Control- It also focuses that the Human Resource management practice must assures HR's
performance within entity is also regular in order to meet the objectives of the firm.
Communication- It must understood the goals as well as objectives of the entity as well as in
order to accept through all workers within operation of the firm (Bordunos. and Kosheleva,
2016).
Competence - HRM strategy will enable firm to attain goals in effective way and providing
support of competency of person.
Such as TUI is organizing a campaign for hiring as well as selection of skilled and
talented staff members. Within that situation firms uses 10 C's model regarding HRM so that it
can easily measure as well as monitors activities of the Humans
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P6 Effective HRM as well as development that supports sustainable performance
HRM aids the firms to meets all the requirements of the staff members that can deals with
several features of the firms such as training, hiring, developing and many more (Napathom,
2018). It also plays important role within entity and involving various functions of the Human
Resource within formulation and implementation of the firm. It also involves strategies that sets
up link within objectives, strategies as well as goals of the firm. To develop the firm's polices
human resource also plays a vital role to develop several polices as well as also creation as well
as implementation. HRM is also considered as the crucial part for the achievement of the goals
as well as objectives of the firm. It also focuses on recruiting and hiring the potential employees
as well as also provides training to them so that they becomes fully efficient for firm. TUI HRM
also needs to analysis various programs for the effective growth as well as development of the
firm. It will also focuses on developing various operations of the business that are regarded to
sustainable performance.
HRM management also uses the effective talent as well as opportunities from market to make the
strong and effective department within an entity. It aims to achieve goals as well as objectives
through creating unique polices and features for guests or tourist (Nchimbi, 2017). SHRM also
minimizes adverse effect of the firm. It also manages all the operations and task of the
employees. It also aids to reduce the wastages of resource as well as takes less time to take
decisions in order to create framework for communication with personnel and others. HRM also
provides crucial for the execution of the proper strategy of the firm (Kim,2020). To meet all
strategic objectives of the TUI HRM department integrate all the management actions within an
organized and integrated program. HRM activates of TUI involves strategies, performance,
knowledge management, structure as well as matching resources for future needs so that it can
manage it efficiently. Within the firm HRM also plays a crucial role regarding the higher growth
and better improvement within the business. The aim of the HRM is to enhance the firm's
performance as well as provides innovative ideas as well as competitive advantages in order to
successful business (Bordunos. and Kosheleva, 2016).
CONCLUSION
hereby, it is concluded that Current trends such as Employee expectations, Technology
aids travelers and tourists such as online customized booking providing various discounted
customized packages. Work force diversity such as in terms of sexual orientation, physical
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abilities, cultural background. Internal factors such as use of Technology, Organization culture,
External factors and Government regulation, Social and cultural environment. Furthermore,
focused on theories and concepts which is related to HRM. Such as Configurationally theory a
combination of external as well as internal fit for enhancing as well as maintaining performance
of the entity. It also focused on Kotter 8 step change model. Inspiring a sense of urgency.
Developing a core coalition such as 10C'S human resource management model, credibility, cost-
effectiveness
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REFERENCES
Books and journals
Anyangwe, X., 2017. Strategic human resource management: a cross-cultural managerial
approach.
Bordunos, A.K. and Kosheleva, S.V., 2016. Evolution of strategic human resource management
trough the lens of high performance work system.
Burak, S., 2020. STRATEGIC HUMAN RESOURCES MANAGEMENT WITH
RESOURCES-BASED APPROACH. TURAN-SAM.12(46).pp.351-356.
Dawei, L., 2018. Inspection and Reflection of Strategic Human Resource Management. 学学学,
(5).p.23.
Kim, M.J., 2020. A Study on the Effect of Strategic Human Resource Management on
Innovation Behavior and Organizational Performance. Industry Promotion Research.5(1).
pp.21-33.
MICHEL, S., 2019. Strategic Human Resource Management (EM054M5V). Human Resources.
Nchimbi, A., 2017. Strategic Human Resource Management in Tanzania Public Service
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Pourhashemi, D., 2018. An Elaboration on Strategic Human Resource Management
Planning. International Journal Series in Multidisciplinary Research (IJSMR)(ISSN: 2455-
2461).1(6).pp.1-10.
Napathom, C., 2018. Strategic Human Resource Management: Prior Literature and Directions
for Future Research and Practice. Thammasat Business School, Thamasat University.
Trevor, J. and Kotosaka, M., 2017. Strategic human resource management: an agenda for
Japanese companies in the 21st century. Harvard Business Review.
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