Strategic Human Resource Management Report - HRM 12, European Club

This report provides a comprehensive analysis of strategic human resource management (HRM) within the context of the European Club, a non-profit organization. It begins with a detailed human resource plan, outlining steps for determining HR needs, recruitment strategies, employee selection, and training and development programs, particularly in relation to the club's restaurant and bar facilities. The report then explores the impact of various management and leadership theories on organizational strategy and structure, emphasizing the effects of leadership styles on decision-making, employee empowerment, and organizational change. Furthermore, it examines the influence of organizational strategies, structures, and culture on HR management, highlighting how these elements affect employee performance and motivation. The report also discusses the effectiveness of the current club HRM, linking leadership and management with HRM practices. It analyzes the impact of the club's existing culture and structure on project success and staff motivation, and concludes with a discussion on developing, monitoring, and evaluating a leadership strategy to support the revision of the club's mission, vision, values, and objectives, providing a well-rounded perspective on strategic HRM within the organization.

Running head: HRM
Strategic Human Resource Management
Name of the Student:
Name of the University:
Author Note:

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Table of Contents
Part 1: Human Resource Plan..........................................................................................................1
Part 2:...............................................................................................................................................4
1. Impact of Different Management and Leadership Theories on Organizational Strategy and
Structure...........................................................................................................................................4
2. Describe Impact of Organizational Strategies, Structures and Culture on the Management of
HR....................................................................................................................................................6
3. Effectiveness of Current Club HRM, Through Critical Discussion of the link Between
Leadership & Management and HRM.............................................................................................8
4. Analysis of How Existing Culture and Structure of Club Impact on Success of Club Project
and Staff Motivation........................................................................................................................9
5. Explain How You Would Develop, Monitor and Evaluate a Leadership Strategy That Supports
Revision of the Club’s Mission, Vision, Values and Objectives.....................................................9
References:....................................................................................................................................11

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Part 1: Human Resource Plan
The Human Resource Plan with help in determining and analyzing the elements in
relation to the human resource policies of a firm for upcoming year (Tyson 2014). This might
vary from the staff structure, dimension, working condition, process of hiring and the onboarding
of the new employees. The steps includes:
1. Determination of Needs of Human Resource:
The European Club that has been established in the year 1990 represented a nonprofit
making body that offered scholarships to the gifted students from poor countries the facilities of
studying in the United Kingdom. But recently, there has been a steady fall in the club
membership in the last five years which now stood at 50 percent of the original membership.
Recent survey showed significant complaints regarding conditions of facilities particularly the
bar and restaurant that the members use for the purpose of entertainment. In addition to this,
there has been complaints about the drop in the customer service and a lack of organization. The
club looked forward towards adopting a modernization and renovation program. The human
resource plan was needed for addressing the issues around modernization of restaurant and bar
facilities of the club. The plan also provides an insight into the training and development of all
the staffs on new process that remains connected to dining room, bar and the function rooms.
2. Determination of the Recruitment Strategy:
The key trait for successful restaurant and bar facilities lies in its stronger staffs who
works tirelessly towards delivering higher quality service to the customers (Durrani and
Rajagopal 2016). Customers who are visiting the restaurant are not doing it for food but more so
for the service and experiences created by right staff. The immense competition within the

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restaurant and bar industry along with higher rentals, rising cost, hiring the appropriate staff and
the creation of correct human resource structure for bar and restaurant facilities has been the
biggest challenge for the restaurant owner. This industry is highly notorious for higher rates of
attrition and therefore requires an effective system of management (Madera et al. 2017).
The Club had ‘old fashioned’ restaurant and bar facilities comprising that was in need for
managerial staff, floor staff, bartenders and the delivery staff. The requirement of staffs varies
depending on the format of the restaurant. The plan for human resource will remain unique to the
restaurant formats and the various departments. The club house comprises of a 50-seater
restaurant and a traditional cocktail bar with unused waiter service. The count of the employees
will depend on the size and requirement of the restaurant and the responsibilities of the HR will
also vary depending on employees and the job description.
In this case, the human resource manager should determine the number of people to be
hired, skills they needed to possess and undertake thoughtful decision that would help in reviving
the bar and the restaurant service. The waiter service still remains to be decided as it largely
remained unused in the past. Hiring individuals who are not ideal for the job either in terms of
personality, attitude and fit happens to be one of the biggest challenge in this case.
3. Selection of Employees:
The selection process of the employees comprise of hiring and interviewing process for
reviving the restaurant and bar facilities of Clubhouse. Therefore, after reviewing the resume for
the required position the human resource manager should select the right person. Those resumes
with a closer match to the skills are mostly selected for the interviews. The interviews can also
be conducted over the phone so that they are able to further narrow down the field. The HR

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manager should set up interviews and determine interview schedule for a candidate. After
conducting the interview the HR managers should undertake background and reference checks
before making an offer to a new employee. On meeting the criteria, HR manager should offer
position to the person along with a negotiation of benefits, salary and benefits.
4. Development of Training:
A planned training program will enable the employee in becoming acquainted with the
Clubhouse restaurant and feel part of it. In other words, it is vital to create a bonding between the
restaurant and the new employee (Boella 2017). The training should be based on the following
area:
a. Culture of the restaurant: Employees should be trained on the ways things will be
done in the newly renovated restaurant and the bar facilities. This kind of training should be
performed once the employee is hired. Here, the training should concentrate on the concept of
the restaurant business, code of conduct for restaurant, mission, policy, objectives and goals of
the restaurant and also on the related terminologies.
b. Necessary Skills Required: As far the skills of the new employees for the restaurant
and the bar facilities are concerned, they must receive training on basic requirement that
includes, personal appearance, personal hygiene, attitude, personal behavior and mannerism and
etiquette. They must also learn basic technical and planning skill (Hoque 2013). They must also
be trained on the basic categories that falls under the front of house and at the back of the house.
The new employees should receive training related to the beverage and the food service manual
which includes setting for the service particularly place and table setting. Training must also be
provided on the methods of the table service that is primarily categorized as plate, cart and the

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platter service. However, the training on the restaurant service should concentrate on the
psychology of the service, greeting of guests, knowledge of the menu, ways of taking orders,
carrying of trays, cleaning of tables, presentation of bills and dealing with accidents in dining
hall. The employees must also receive training for the banquet service that includes setting of
tables, place, undertaking service protocol, welcoming host and kind of banquet service. The
employees
c. Skills for Developing Human Relation: They represent job-specific skills that the
employee require for doing the job (Lee, Hallak and Sardeshmukh 2016). Possession of these
skills determine the success of the employees. The skills primarily refers to the communication
skills of the employees in relation to the dish descriptions, glassware, culinary terms and the
knowledge of the cocktail drinks served. Employees should also develop the skill of being
familiar with the menu vocabulary and know whether the restaurant serves Mexican, Chinese
and Italian.
Part 2:
1. Impact of Different Management and Leadership Theories on Organizational Strategy
and Structure.
Organizations across the world has been concerned deeply with the understanding,
searching and the development of leadership (Oladapo 2014). Irrespective of the kind of
organization, leadership plays a key role in the establishment of a high performance team.
Nowadays, leaders find greater challenges than before due to increased level of the
environmental complexity and the altering nature of the organization. The present era demands
in having competitive edge and a sustained profitability along with maintenance of the ethical

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standards, compliance with the civic commitments and establishment of an equitable and safe
environment. Leadership acts as a crucial element in enhancing the performance of the
organization. To be responsible for execution and development of the strategic decisions of the
organizations, leaders needed to develop, acquire and optimally deploy the organization
resources for bringing out the best of the products in best interest of the stakeholders. Therefore,
the impact of the different management and leadership theories on the organizational structure
and strategy are as follows (Men and Stacks 2013):
1. Results in Decentralized Structure: This situation is mostly prevalent in
organization in presence of the Autocratic leadership style that puts across that the manager are
able to gain the authority of decision making and power as far as possible. This style of
leadership utilizes various sources of power and has different impacts on the extent and level to
which the staff is able to consider them towards the decision making of the organization. In this
style of leadership the extent and quality of the staff participation in the process of decision
making seems to diminish.
2. Ensures Collaboration with Group Members: Authoritative leaders undertake
decision of collaboration with the group members based on schemes of social decision making.
On the other hand, a consultative leader is able to make decisions after discussing the opinion of
the group members.
3. Leads to Empowerment: It has been found that the authoritative manager’s remains
increasingly focused towards the productivity targets and the achievement of the objectives. The
power depends on the ability of achieving the targets due to the result of the quick decisions.

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Decision making represents a kind of empowerment. In other words, empowerment can be
referred as increased motivation that leads to an increase in the staff output.
4. Enhancement of Employee Knowledge Skills: People who are lower down in the
chain have higher understanding of the workplace environment as well as the colleagues and the
customers they usually interact with. This experience and knowledge skills enables them in
making effective decisions compared to the senior managers.
5. Occurrence of Faster Changes: This is mostly found in participative leadership styles
that enables the departments and the employees in responding faster to the newer challenges and
the changes. In this case, it takes the senior managers longer in appreciating the change in the
business needs.
2. Describe Impact of Organizational Strategies, Structures and Culture on the
Management of HR
The policies of the human resource has been found to influence the performance of the
firm by putting forward organizational structures that encourages the participation of the
employees that enables them in improving the ways in which they work. Some of the examples
of the organizational structure includes cross functional team, rotation of job and the quality
circles. Organizational structure has been defined as a design through which a company is
usually administered (Purce 2014). This has three key functions production of products and the
achievement of goals, minimizing or regulating the variation of the individuals within the
organization. It is also used for representation of the context through which not only activities
and decisions are carried out but power is usually exercised. According to Yukl 2008),
organizational structure is defined as the means by which “labor is divided into distinct tasks and

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then its coordination achieved among those tasks.” Nevertheless, the relevant principle in this
case for the practices and policies of human resource impact individual performance of the
workers through influence exerted on the motivation and skills.
In addition to this, the dimension of organizational culture and organizational strategies
has been found to impose an equivalent impact on the management of human resource.
Organizational culture has been defined as the pattern of the development that is reflected
through an organizations values, ideologies and knowledge (Uddin, Luva and Hossian, 2013).
Organizational culture comprises of different elements like informal practice such as the
behavioral norm, organizational stories that the employees tell for explaining the ways things
that are carried out in the firm, ritual, task, jargon and the payment system to the others. These
elements puts across various manifestations of the organizational constitutes and culture and the
ways through which the goals can be achieved. While, organizational strategy represents the
overall actions that the company is intending to take for achieving the long term goals (Awadh
and Alyahya 2013). These actions defines the strategic plan of the company that requires
involvement from all levels. Human resource managers are part of this strategic planning who
remains responsible for the development of the strategic solutions in matters related to
employment that impacts the ability of the organization in meeting the performance goal and
productivity.
Taking into consideration the above aspects, the way of institutionalizing process
orientation lies in creating an organizational culture that valorizes the integration of the cross
functional aspects and focus on customer with systematic process and thinking that remains
connected to the policies of employee compensation. Compensation has been mostly tied to

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performance of employees in processes they usually participate thereby stimulating them in
achieving the best results possible (Shahid and Azhar 2013). Hence, it is vital for informing and
training people about the ways of improving the process and thereby thinking in terms of the
process. This can be achieved through offering training programs and periodic courses aimed
towards the management. This results in continuous adaptation and improvement with regard to
the need for adopting changes in the process or implement newer ones. This had led to the
creation of newer means of job function, a strategic solution to the matters related to the
employment that impacts the ability of the organization in meeting the performance and the
productivity goals.
3. Effectiveness of Current Club HRM, Through Critical Discussion of the link Between
Leadership & Management and HRM.
According to Carter and Baghurst (2014), good leaders helps in driving the employee
productivity through building employee confidence and creation of positive environment that
remains conducive to the productivity. Therefore, the link between leadership, management and
the HRM can hugely influence the present human resource managers of the club to provide
necessary guidance to the employees and advise them in performing their task more effectively
and efficiently. It will also be able to motivate employees in working harder and meeting the
goals of the organization through some means or the other. Mikkelson, York and Arritola (2015)
mentioned that to increase the effectiveness of club house leaders will also initiate action
through planning the ways in which a particular task will be performed, completed and
accomplished. It will allow the HR managers to build morale and improve the level of
satisfaction thereby creating a conducive work ambience. This in turn will help in improving
retention and in increasing the job satisfaction of the employees. In addition to this the present

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HRM of the club will not only be able to delegate responsibilities amongst the staffs but also
coordinate the employee and the organizational needs thereby enhancing the job satisfaction.
4. Analysis of How Existing Culture and Structure of Club Impact on Success of Club
Project and Staff Motivation
The European Clubhouse still had older staffs who operated things in a traditional and old
fashioned way. Staffs who has been comfortable and familiar with present impact of technology
has often expressed disgrace regarding the inefficiency of systems and the time involved. The
Club believed in a defined set of staffing structure and hierarchy for the departments.
The Club does not encourage the staffs to take decisions without referring to head of the
department. They are also not allowed to put across newer ideas for the enhancement or
improvement of practice. Staff opinion is never sought for change in practice. Besides, the
existing culture imparted lower morale to the employees and lack of proper training and
opportunities forces employees to leave. The staff also express disgrace towards the manager and
does not seem to get rewarded or praised when they do not perform.
5. Explain How You Would Develop, Monitor and Evaluate a Leadership Strategy That
Supports Revision of the Club’s Mission, Vision, Values and Objectives.
The following steps will help in developing, monitoring and evaluating a leadership
strategy that supported the revised mission of the Club (Glatthorn et al. 2018):

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Step 1: Confirming the Key Actions and Objectives Prioritized: Here the leader
needs to clearly and comprehensively state what he wants to achieve. This involves the vision of
not only the future but the development goals.
Step 2: Creation of Checkpoints for Ensuring Accountability: The Club should create
checkpoints for ensuring compliance with actions to which the leader has committed. It is vital to
bake the status checks into the existing process of the organization.
Step 3: Assessing on Whether Goals are Met: This refers to the review actions that
needs to be undertaken for building the leadership pipeline and gathering feedback on results.
Step 4: Diagnosis of Potential Problem and Adjusting Course: This involves
beginning with identified trouble spots along with keeping an eye on whether the leader face
trouble in developing and retaining individuals.

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performance. International review of management and business research, 2(1), p.168.
Boella, M.J., 2017. Human resource management in the hotel and catering industry. Routledge.
Carter, D. and Baghurst, T., 2014. The influence of servant leadership on restaurant employee
engagement. Journal of Business Ethics, 124(3), pp.453-464.
Durrani, A.S. and Rajagopal, L., 2016. Restaurant human resource managers’ attitudes towards
workplace diversity, perceptions and definition of ethical hiring. International Journal of
Hospitality Management, 53, pp.145-151.
Glatthorn, A.A., Boschee, F., Whitehead, B.M. and Boschee, B.F., 2018. Curriculum leadership:
Strategies for development and implementation. SAGE publications.
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performance. Routledge.
Lee, C., Hallak, R. and Sardeshmukh, S.R., 2016. Innovation, entrepreneurship, and restaurant
performance: A higher-order structural model. Tourism Management, 53, pp.215-228.
Madera, J.M., Dawson, M., Guchait, P. and Belarmino, A.M., 2017. Strategic human resources
management research in hospitality and tourism: A review of current literature and suggestions
for the future. International Journal of Contemporary Hospitality Management, 29(1), pp.48-67.

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Men, L.R. and Stacks, D.W., 2013. The impact of leadership style and employee empowerment
on perceived organizational reputation. Journal of Communication Management, 17(2), pp.171-
192.
Mikkelson, A.C., York, J.A. and Arritola, J., 2015. Communication competence, leadership
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