HRM in Service Industries: Case Study of Ritz-Carlton Hotel Chain

This report provides a comprehensive overview of Human Resources Management (HRM) within the service industry, using the Ritz-Carlton hotel chain as a case study. It begins by exploring the role and purpose of HRM, emphasizing performance appraisals, recruitment, training, dispute manageme...Read More

HRM in Service Industries

TABLE OF CONTENTS
INTRODUCTION...........................................................................................................................3
TASK A...........................................................................................................................................3
1.1 Role and purpose of human resources management..............................................................3
1.2 Justifying human resources plan based on supply and demand ............................................5
2.1 Assessing current state of employment relation....................................................................6
TASK B.........................................................................................................................................10
3.1 Job description and person specification for Ritz-Carlton..................................................10
3.2 Comparing the selection process of different service industries businesses........................12
4.1 Assessing contribution of training and development activities to the effective operation of
Ritz-Carlton................................................................................................................................14
CONCLUSION .............................................................................................................................15
REFERENCES..............................................................................................................................16
2

INTRODUCTION
Human resources management is the imperative aspect for any industry or organization
as it contributes in operating the business successfully. This aspect is basically concerned with
enhancing the employee performance in order to achieve long as well as short term objectives of
the organization. Present report is based on case study of hospitality industry which contribute
towards economic development and growth of the country. This industry consists of several
sector such as travel and tourism, hotels and leisure sector which aid to provide huge
employment for local residents. Among this, Ritz-Carlton has been selected for the study (The
Ritz London, 2015). Further, this report covers role and purpose of human resources management
along with the plan for managing employees. In this regard, current state of employment relation
has been assessed. Furthermore, job description and person specification for cited industry has
been explained in order to ensure effective management of the workforce. In addition to this,
contribution of training and development activities has been assessed so as to determine effective
operation of selected industry business.
TASK A
1.1 Role and purpose of human resources management
The role of human resources is important in the organization because it assists the
workforce to work with integrity as well as motivation. Here, the management of Ritz-Carlton
plays its role by performing several below listed activities-
1. Performance appraisals- It is the most essential aspect under which employees'
performance are measured on the basis of specified criteria. Under this, management of
human resources collects all detail information related to performance of workforce. This
in turn proves to be effective in deriving valid suggestions employees (Altman, 2009).
Also, it helps in deciding that whether corporation needs improvement in current level of
knowledge of employees or not. Furthermore, HR managers of Ritz-Carlton have adopted
several strategies to keep record related to performance of employees and accordingly
provide them rewards so as to enhance their level of motivation as well as satisfaction. In
addition to this, performance appraisal technique contributes towards retaining workforce
for the longer time span (Role and importance of human resources, 2014).
3

 Recruitment and training- This is another major responsibility of human resources
department under which they come up with effective plan and strategies to hire right kind
of personnel in the right place (Aswathappa, 2008). After selecting right kind of
workforce, training is provided to them so as to enhance their level of knowledge and
expertise. It enables Ritz-Carlton to maintain good performance of the company and
increase sales turnover of the same. Under this, HR managers select the appropriate
sources to select competent workforce who can contribute towards achieving objectives. Management of dispute- It is the well known fact that at some point of time workforce
and employers faces disputes. This aspect affects organizational performance to a great
extent. Here, it is the only human resources department who serves as mediator among
employees and employers and helps them in bringing valid solutions for conflicts
(Brooks and Nafukho, 2006). At this juncture, it is very important for HR managers to
hear grievances of the workforce and accordingly make them understand to sort their
issues out. Not only this, but management also takes effective strategies to prevent
conflicts at the workplace. It makes the employees satisfied and assists in increasing the
sales turnover of Ritz-Carlton.
 Development of public relations- Development of good public relation is the imperative
aspect under which it is very important for management of Ritz-Carlton to have clear
communication. It is because lack of communication is the serious issues through which
workforce are not directed and guided properly (Buxman and Wehrenberg, 2012). On the
other hand, continuous meeting, seminars and official gathering are effective measures by
which HR managers ensures good relationship between employees and employers.
Apart from this, main purpose of human resources management is to ensure effective
management of human resources and enhance their level of motivation. It helps the company to
select the right kind of personnel by which competitive edge of the same can be created.
Furthermore, it is the human resources management who identifies training need of existing as
well as new staff and provide them same so as to perform their job in right manner (Chansler and
Swamidass, 2010). Similarly, effective work environment as well as organization culture is also
the responsibility of human resource management. In addition to this, welfare and employees
relationship activities are also performed by HR managers of Ritz-Carlton. In this way, company
4

can have control over its workforce and can effectively plan for growth and expansion of the
same. Other than this, soft and hard HRM are also the imperative aspects which are considered in
managing employees of Ritz-Carlton (Charles and et. al., 2006).
1.2 Justifying human resources plan based on supply and demand
Human resources planning are the continuous process of hiring desired workforce to meet
organization objectives. This process considers important factors such as demand and supply.
For example, Ritz-Carlton assesses demand of employees if it plans to expand its business. Here,
the company evaluates that is to possible to fulfill demand of workforce through internal sources
or HR need to approach external resources. Accordingly, step by step process is followed which
is explained as follows-
Organizational objectives and strategies
This is the first and foremost process of human resources in which organization
objectives and strategies are decided in advance. Under this, management of Ritz-Carlton
specifies objectives related to expansion or current requirement of business. Here, the current
requirement occur just because of high rate of employee turnover (Christopher and et.al., 2003).
Here, company uses its HR information system by which important information can be extracted
related to manpower. In this regards, two below listed aspects are considered- Scanning the external environment-The assessment of external environment is very
important because the management find most competent workforce to meet
organizational objectives. Here, different factors like competition, changing working
condition and changes in political and regulatory parties have direct impact on selection
of the workforce. Apart from this, all these factors are kept into mind so as to formulate
effective HRM strategies. It leads to give certainty for future business activities and
assists the employees in delivering good quality of services to large number of buyers
(Cowling and Mailer, 2013). Scanning of internal environment-Internal environment is assessed just to find that what
kind of personnel the company already has. Does it need to hire from external sources or
the employees working in the organization are sufficient. . Further, assessment is also
done by taking into account jobs and skills of the current workforce. Similarly,
5

organizational capabilities inventory is also assessed so that accordingly strategies can be
formulated. Forecasting-The process is of making estimation related to demand and supply. Here
company comes to know that what exactly demand of employees so as to meet the same
in order to fulfill organizational objectives (Ellinger and Ellinger, 2014). It is because
some of the position becomes vacant due to transfer and promotion. Owing to this, supply
decisions are taken accordingly and employees are selected from external and internal
sources. For example, if demand of employees is not met by exercising internal sources
then external sources are approached by taking into account government regulations as
well as technological shifts. Management of human resources surplus and shortage- This is another important
process under which HR manager takes appropriate strategies in case of surplus and
shortage. Accordingly, Ritz-Carlton realign workforce. For example, shortage is managed
by increasing expertise of employees to handle more responsibilities. On the other hand,
surplus is managed by putting some of candidates on hold. However, surplus is common
issue but shortage needs active concentration of all managerial staff working in HR
department (Guest, 2011).
 HR strategies and plan-Under this, financial action plan is made to take appropriate
action to plan for human resources according to the changing scenario. For example, if
there is change in technology then department of human resources will take right action
to hire competent workforce. Therefore, action plan must be in accordance with the
trend. For example, in case customer wants additional services then management ensures
that workforce is capable enough in meeting the expectations of them. Also, at this step
actual plan is executed to hire and select right kind of workforce (Hashim, 2010).
Hence, human resources planning help in preparing pool of qualified and competent
workforce which in turn helps in achieving long as well as short term objectives of the
corporation.
2.1 Assessing current state of employment relation
Employment relation is directly connected to industrial relations. Under this, it is very
important for Ritz-Carlton to have effective organization structure. This is because
6

organizational culture defines roles and responsibilities of all workforces effectively. It makes
possible for the corporation to ensure clear communication from top to bottom level (Hernandez,
2009). It also assists the employees to contribute their views and suggestions in the process of
managerial decision. For example, hierarchical structure is adopted in Ritz-Carlton then roles and
responsibilities of each personnel will be clear. It aids to carry out all imperative activities in the
given time span. Similarly, employment participation is the key to develop good relationship
among the workforce. Here, employees share their ideas in bringing improvement at workplace
or ways to meeting preferences of large number of buyers. It is also helpful in retaining
workforce for longer time span and enhancing their level of motivation. This facilitates in
fulfilling the requirement of large number of buyers because motivated workforce tends to
increase level of satisfaction among customers (Holland and Pyman, 2006).
Collective bargaining is the process of negotiation between employees and employers. It
is also an imperative aspect. It is done just to resolve issues of workforce and maintaining free
flow of production. Further, it includes number of factors such as training, welfare and overtime
as well as grievance mechanisms. Along with that, it also includes working hours and right for
participating in the workplace. However, in UK, employment laws are imposed by government
so accordingly management work and treat with personnel. Furthermore, the concept of
collective bargaining was firstly initiated in Britain to fulfill demand of workforce. Similarly,
consultation is also same kind of approach under which employees share their issues with the
management (Innocenti, Profili and Sammarra, 2013). Likewise, conflict management is also
imperative approach under which management or human resource department of Ritz-Carlton
assesses problems faced by the employees. In addition to this, different HR practices are
implemented by Ritz-Carlton. These practices provide good working condition and make the
workforce comfortable in work environment. Here, effective leadership style is adopted by the
company so that employees get chance to involve themselves with management and find the best
possible solution for their problems. In this regard, HRM department determine that clear
communication is ensured among the workforce. The communication need to be on regular basis
by taking meetings and asking workforce to raise their queries related to the management
practices (Jackson, 2010).
7

Furthermore, culture is another factor which affects employees of organization to a great
extent. It is because all employees have different culture, beliefs and values as well as
assumption. Owing to this, when they come to Ritz-Carlton they face issue related to culture. At
this juncture, cultural diversity takes place in company in which HRM department of hotel
ensures that all workforces are treated with respect. Also, common language is used at the
workplace by which no any personnel face issues in managing their work. Furthermore,
comfortable corporate culture is made where both customers and employees can be comfortable.
Not only but employees of Ritz-Carlton are provided with basic introduction in which they come
to know regarding work culture and environment. It is the reason that hotel is performing well in
the marketplace with high level of customer satisfaction (Köster, 2007). Apart from this, positive
approach such as succession planning and career management is also used by management
through which employees are provided with growth opportunity. It serves as the aspect of
empowerment so that employees can have positive feeling towards organization. Also, they
consider that management focuses on the growth of the workforce and provide them opportunity
to secure good position. This way long term relationship are developed among employees and
employers.
2.2 Employment law affects the management of human resources in a Ritz-Carlton
Employment law conciliates the association between employees, employers, trade unions
and the government. Employment law is all about employees' rights, contracts about their work.
Employees have the right to take actions against the company if the firm does not follow the
employment law of the country. The first law which modulates labour relations in UK were The
Factory Acts and Master and Servant Act (Lepak and et. al., 2006). In hospitality industry most
of the law was based on the Law of Contract but after equality movement and European Union,
laws are made by parliament which is called as Statutes or Statutory Regulations. Hospitality
industry has certain law which helps the organisation to manage the enterprise by participating in
activities like negotiation and agreement with employees. Ritz-Carlton has various types’
employment legislation in its industry which is as follows: The Equality Act 2010: According to this Act, Ritz-Carlton is treating their female and
male employees equally based on their age, race, sexual-orientation, disability and
beliefs. Full-time and part-time staff, agency workers and other people are treated
8

properly. Ritz-Carlton equally pays to female as well as male employees with
competitive compensation like benefits packages, discounts etc. The Employment Rights Act: Company gives right to the employees for their flexible
working patterns and eliminates all forms of involuntary, bonded labour from the
organisation. On the basis of this act, some include dismissal rights in which employees
are terminated on the basis of their fault without prior conformation. But the employees
have the right to a petition if they are wrongly dismissed (Employment Rights Act 1996,
2015). A tribunal can judge their employees by their performance and Ritz-Carlton also
have the rights to give the judgement through its research, promotion and raising
awareness. Contract of employment: When employee started work with organisations then certain
rights and responsibilities are assigned between parties of the company. Some of the
rights of Ritz-Carlton are as follows:
1. Working Time Regulations Act: Ritz-Carlton has been focusing on this act because the
HR management thinks that employee should have flexible environment. The
company gives its employees 28 paid leaves, ill-health leaves, stress free environment
and limited working hours.
2. Maternity & paternity rights: Company has certain employment rights to Statutory
Maternity Leave which includes pay rises, protection from unfair dismissal, accrue
holiday and can take 52 weeks holidays. Whereas, in paternity leave, company gives
1 or 2 weeks paid paternity leave and 26 days additional paternity leave with pay and
build up holidays.
3. The Pensions Act: Ritz-Carlton also enrols a basic work pension for their employees
whose funds are protected by the company. Furthermore. Company gives specific
amount to their retire employees from their Statutory funding objectives. Ritz-Carlton
also gives their employees’ pension after their retirement.
 Advisory, Conciliation and Arbitration Services: purpose of this act is to improve the
working lifestyle of the organization and help in building strong industrial relations.
Ritz-Carlton also uses ACAS to know the pre-claim conciliation before it goes to
employment tribunal to simplify the current burden of the employment.
9

TASK B
3.1 Job description and person specification for Ritz-Carlton
Job description and person specification is the two most imperative aspects which are
considered by the HR manager. Here, job description and person specification for the post of
hotel receptionist has been specified. Here job description is the basic format which consists of
detail information related to job. It includes title of job, department and job purpose. Along with
that, key tasks to be covered by employees are mentioned. Through this, the workforce or
proposed candidates can come to know regarding the job profile and can be ready to do the same.
In addition to this, job description also includes designation and key skills required to perform
the job (Panagiotakopoulos, 2013). This way structured format is presented in front of future
employees. Apart from this, person specification is also mentioned clearly by which personnel
come to the role to be performed. Along with that qualification needed to perform the job must
be presented to person in specified duties. This process is completed after doing detail analysis of
the job. It contains list of skills and abilities as well as experience of employees. Here, it has
been mentioned that in order to perform job of reception, a person must be prepared to work
during stress as well as peak load. It assists the employees to be mentally ready and accordingly
they make efforts to achieve organizational objectives (Perkins and Arvinen-Muondo, 2013).
10

Job description
Title: Reservationist/receptionist
Department: Front office
Responsible to: Reception manager
Job purpose
To perform the highest standard hospitality and show welcoming attitude towards visitors.
Also, to complete all below listed relevant activities:
Key tasks
Reservation duties
 To determine that whether all confirmation are sent on the right time
 To maximize sales turnover of hotel by gaining detail information related to
availability hotel
 To promote services of hotel in every possible manner
 To provide detail information related to special promotions offered by the hotel
Reception duties
 Provide hospitality services to arrivals of hospitals (Job Description and Job
Specification, 2015)
 To provide guest bills with correctly posted charges
 To ensure that all messages for guest are delivered on the right time
 To perform all reception duties effectively as per the requirement
 To make sure that security process are completed
 To determine that stationery level of hotel is maintained
Person specification
Essential criteria
Skills and abilities: The skills and abilities required to perform specified jobs are mentioned
as follows-
 Ability to build good relationship among the customers and workforce so as to
determine good reputation of hotel
 Ability to complete all routine and non-routine task on given take time span
 Capabilities to coordinate with each department and carry out business activities
effectively
11

 Quality to work with zeal and enthusiasm
 Power to influence customers and communicate with them with effective skills
 Ability to do basis numerical calculation and knowledge of computer operation
Qualifications
 Completed GCSE standard mathematics and English
 Completed course of hospitality management
Experience
 Experience of working in computer related field
 Experience of working with a customer facing role
Attributes
 Keen to learn something and everything related to job
 Must be adaptable to work over a 7 day period
Desirable
 Must have experience of working in hotel
3.2 Comparing the selection process of different service industries businesses
The process of selection and recruitment may vary from organization to organization
because of their unique requirement. Accordingly, it is the core responsibility of HR professional
to prepare suitable process of selection so as to select the right candidate for the vacant position.
For making comparison here two organizations operating in service industry are taken such hotel
Marriott and Ritz-Carlton. Here, hotel Marriott conduct preliminary interview for all those
candidates who come to do job in the hotel (Savage, Fottler and Khatri, 2010). During this
process, group discussion is done with employees and they are also asked to provide detail
regarding their background. On the other hand, HR professionals of Ritz-Carlton receive
application and assess them to ensure that who are competent and who are not. It facilitates to
save extra time taken to analyze less competent workforce. Owing to this at very beginning,
scrutiny is done to select potential candidate and ensure optimum utilization of limited time
available for hotels (Schuler and Jackson, 2008).
The second step of selection process in hotel Marriott is by analyzing the outcomes of
interview. These outcomes are discussed among HR professionals by considering the
organizational objectives. For example, if candidate find less suitable for the applied position and
if find suitable for other job then management may plan to hire them. Similarly, unsuitable
12

candidates are eliminated at very beginning and rests of candidates are passed to next process of
selection. On the other hand, employment test are conducted in Ritz-Carlton where written test is
prepared for employees (Storey, 2007). It assists the management to analyze the aptitude and
other related abilities of employees. However, such kind of test is conducted to hire employees at
higher position.
The third step of selection process is allocation of application under this professionals of
Marriott hotel require candidates to fill application form along with personal detail. Those
candidates are passed to next stage which is called as employment test. At this stage,
background, qualification and required courses are checked so as to analyze that whether the
candidate will be suitable or not (Vencato, 2014). Furthermore, in Ritz-Carlton employment
interview is taken for those who are passed in the test. Under this, HR professionals asks direct
questions to candidates so as to assess their communication skills and other related qualities like
leadership, motivation etc.
The fourth step in Marriott hotel for selecting the employees is reference check where it
is assessed that whether given reference is authenticated or not (Chansler and Swamidass, 2010).
Also, educational qualifications are verified along with other personal detail given by candidates.
Similarly, Ritz-Carlton also checks references of candidates who have successfully given their
interviews. This process is very important for the company to identify proposed candidates
totally. Furthermore, process of references makes sure that management have selected right
person who can effectively contribute towards organization growth and success. On the other
hand, this process is completed to prevent unethical practices and fraud (Werner and DeSimone,
2011).
The fifth step is of physical examination and final selection in Marriott hotel. Under this,
employees or candidate’s ' medical checkup is done to analyze his/her physical fitness. If he/she
found perfect then only they are selected and documentary process is completed. In addition to
this, Ritz-Carlton directly selects candidates after completing the reference check process. At this
juncture, job letter is offered by employees and joining date is decided. It facilitates in creating
pool of competent personnel for vacant position of Ritz-Carlton. Thus, selection process of both
organizations is different but quite similar with a main motive to hire competent workforce. It
13

leads to carry out operation successfully and assist in reducing the barriers related to
management of employees (Yeo and Li, 2011).
4.1 Assessing contribution of training and development activities to the effective operation of
Ritz-Carlton
Training and development are two most important aspects which are directly related to
human resources. Without application of two of these practices, smooth flow of operation cannot
be maintained. Owing to this, it is very important for the management of Ritz-Carlton to provide
training to personnel on time to time so that they can effectively cope up with changing scenario.
Several kinds of training are provided to employees such as on the job and off the job training.
Every employee requires training at the initial stage but after that they are required to impart
training to other employees for maintaining their good performance (Buxman and Wehrenberg,
2012). For example, at the first step HR professionals of Ritz-Carlton give induction in which
workforce come to know job profile, work culture and other related to job. After that, it is the
major responsibility of HR department to assess need of training and arrange for the same as per
the convenience of employees. Here, on the job training is the suitable option when learner is
experienced enough and can manage job with learning. On the other hand, off the job training is
generally provided to deliver important information related to job. For example, HR department
of Ritz-Carlton can discuss issues of customers in front of employees and accordingly provide
them training to resolve the same in an effective manner. This process is considered as off the
job training under which workforce just learn to resolve issues and after learning they implement
the same concept into job (Brooks and Nafukho, 2006).
In addition to this, some new service providers can also be provided on the job training if
they are not able to perform their job very well. Here, their supervisor will actually perform duty
in front of them so that new employees can learn. It assists Ritz-Carlton to give higher level of
satisfaction among customer by enhancing skills and knowledge among workforce. However,
training is done on continuous basis so as to increase expertise of personnel and creating
competitive edge of the firm in the marketplace. It can be critically evaluated that monetary
resources are required to be employed to improve the quality of manpower. This way customer
base is increased and interest is generated among workforce so that they can all work with
integrity.
14

Furthermore, development is another part which is generally organized for higher level
position such as management (Aswathappa, 2008). Under this, practices like succession planning
and career management are applied so that upper level also has continuous learning. It facilitates
to ensure upward direction of business with increased rate of return. Here, succession planning is
performed to fill the future leadership position wherein a suitable employee is prepared for the
future position. It aids to give certainty for future business activities. In addition to this, career
development also takes place in which the employees are provided opportunity to share their
career in their own way. Similarly, support is provided by the company to help personnel to
fulfill their career objectives. Likewise, HR department set targets for workforce and appraise
their performance accordingly. It serves as motivation among them. Also, if results are not found
to the expected level then training is provided to perform their job effectively (Altman, 2009).
Apart from this, some of the barriers are faced during training and development. These
may be related to improper style of leadership, lack of financial resources and unwillingness
among employees. These barriers need to be taken into account and the same are resolved by
HRM department of Ritz-Carlton. Company gets several benefits such low attrition rate, high
sales turnover and high profitability. Along with that, the firm can have expansion plan with
inclusion of competent workforce.
CONCLUSION
The aforementioned report concludes that different human resources strategies are
adopted by hotel or hospitality industry to keep the workforce update. It consists of training and
development, motivation and reward policies. This aid to resolve issues related to manpower and
organization objectives can be achieved in the given time span. It can also be said that
employment law needs to be followed by industries so as to ensure ethical aspect. It facilitates to
carry out all tasks in an effectual manner. Furthermore, employee relation is also the imperative
aspect through which hotels can retain workforce for longer time span with high level of
motivation as well as satisfaction. On the other, different selection processes are adopted by the
organization as per their specific requirement so as to ensure optimum utilization of limited
resources by selecting right kind of workforce. In addition to this, training and development has
several benefits such as increased flow of production, satisfied customers and competitive edge
of the organization.
15

REFERENCES
Journals and books
Altman, Y., 2009. From human resources to human beings: managing people at work. Human
Resource Management International Digest. 17(7). pp.3-4.
Aswathappa, K., 2008. Human Resource and Personnel Management. Tata McGraw-Hill
Publishing Company Ltd.
Brooks, K. and Nafukho, M. F., 2006. Human resource development, social capital, emotional
intelligence: Any link to productivity?. Journal of European Industrial Training. 30(2).
pp.117–128.
Buxman, R. R. and Wehrenberg, C. M., 2012. Performance Improvement Guide. Government
Printing Office.
Chansler, P. and Swamidass, P. M., 2010. Self-Managing Work Teams, an Empirical Study of
Group Cohesiveness in “Natural Work Groups”. Prentice Hall of India.
Charles, R. and et. al., 2006. On the centrality of strategic human resource management for
healthcare quality results and competitive advantage. Journal of Management
Development. 25(8). pp.806 – 826.
Christopher. J. and et.al., 2003. Strategic Human Resource Practices, Top Management Team
Social Networks, And Firm Performance:The Role Of Human Resource Practices In
Creating Organizational Competitive Advantage. Academy of Management Journal.
46(6). pp.740–751.
Cowling, A. and Mailer, C., 2013. Managing Human Resources. Routledge.
Ellinger , E. A. and Ellinger, D. A., 2014. Leveraging human resource development expertise to
improve supply chain managers' skills and competencies. European Journal of Training
and Development. 38(1/2). pp.118–135.
Guest, D.E., 2011. Human resource management and performance: still searching for some
answers. Human Resource Management Journal, 21(1), pp.3-13.
Hashim, J., 2010. Human resource management practices on organisational commitment: The
Islamic perspective. Personnel Review. 39(6). pp.785-799.
16

Hernandez, R. S., 2009. Strategic Human Resources Management in Health Services
Organizations.
Holland, P. and Pyman, A., 2006. Corporate universities: a catalyst for strategic human resource
development?. Journal of European Industrial Training. 30(1). pp.19–31.
Innocenti, L., Profili, S. and Sammarra, A., 2013. Age as moderator in the relationship between
HR development practices and employees’ positive attitudes. Personnel Review. 42(6).
pp.724 – 744.
Jackson, A. L., 2010. Enterprise resource planning systems: revolutionizing lodging human
resources management. Worldwide Hospitality and Tourism Themes. 2(1). pp.20-29.
Jackson, E., 2008. Strategic human resource management. John Wiley & Sons.
Köster, M., 2007. Human Resource Development:The Limitations of the Systematic Training
Cycle. GRIN Verlag.
Lepak, D. P. and et. al., 2006. A Conceptual Review of Human Resource Management Systems
in Strategic Human Resource Management Research. Research in Personnel and
Human Resources Management. 25. pp. 217-271.
Panagiotakopoulos, A., 2013. Mina makes the most of human-resource management: Mini-
market switches from competing on price to competing on service.Human
ResourceManagement InternationalDigest. 21(1). pp.26–27.
Perkins, S. and Arvinen-Muondo, R., 2013. Organizational Behaviour: People, Process, Work
and Human Resource Management. Kogan Page Publishers.
Savage, G. T., Fottler, M. D. and Khatri, N., 2010. Strategic Human Resource Management in
Health Care. Emerald Group Publishing.
Schuler, R.S. and Jackson, S.E., 2008. Strategic human resource management. John Wiley &
Sons.
Storey, J., 2007. Human resource management: A critical text. Cengage Learning EMEA.
Vencato , C. H. D. R., 2014. Strategic sustainability management and export performance.
Management of Environmental Quality: An International Journal. 25 (4). pp.431 –
445.
Werner, J. and DeSimone, R., 2011. Human Resource Development. Cengage Learning.
Yeo, K. R. and Li, J., 2011.Working out the quality of work life: A career development
perspective with insights for human resource management. Human Resource
Management International Digest. 19(3). pp.39–45.
17

Online
Employment Rights Act 1996. 2015. [Online]. Available through
<http://www.legislation.gov.uk/ukpga/1996/18/contents>. [Accessed on 16th January 2016].
Job Description and Job Specification. 2015. [Online]. Available through
<http://www.managementstudyguide.com/job-description-specification.htm>. [Accessed on
16th January 2016].
Role and importance of human resources. 2014. [Online]. Available through:
<http://www.bbc.co.uk/bitesize/higher/business_management/human_resource_manageme
nt/role_importance_human_resources/revision/1/>. [Accessed on 16th January 2016].
The Ritz London. 2015. [Online]. Available through <http://www.theritzlondon.com/?
utm_source=ritzcarlton.com&utm_medium=referral&utm_campaign=ritz+carlton+referral
>. [Accessed on 16th January 2016].
18