SHRM: Voice Behavior, Engagement, and Impact in Hospitality Industry

This essay provides a critical evaluation of the relationship between promoting voice behavior and its positive impact on building an engaged workforce within the hospitality industry. It discusses factors influencing human resource management, including workforce diversity, economic and technological changes, globalization, and organizational restructuring. The essay also examines the role of organizational and cultural environments in fostering voice behavior, highlighting the importance of proactive employee contributions and effective communication. Furthermore, it evaluates techniques for strategic HR planning, emphasizing the alignment of HR goals with business objectives to enhance employee retention, training, and overall organizational success. The document is contributed by a student and available on Desklib, a platform offering AI-based study tools and solved assignments for students.

Strategic human
resource management

INTRODUCTION
It is a process of managing the manpower in an organization which includes the HRM
essentials such as rewarding, retaining and retaining the employees. It is a framework which
relates the management people and development practices in order to achieve organizational
goals. It plays an essential role in retaining the employees in an organization. It helps in framing
of better strategic planning and also assess the current organization's environment. It also
facilitates the the implementation, monitoring and evaluating the strategies. It helps in
contributing to solve business problems effectively. It involves recruiting of employees along
with their retention in the organization(Anjum, Ming and Puig, 2022).
There are some of the factors that include the change in the environment of human resource
management and they are categorized in a form that they are helping the people of the company
and the market industry and they are as follows:
Work force diversity: Race, sex, age, morals, and cultural norms are all examples of diversity.
The Indian labour force is marked by a level of diversity that is deepening and spreading on a
daily basis. As more women, minorities, and elderly employees enter the workforce, it is
expected to become more diversified. Due to a mix of factors such as women's emancipation,
economic requirements, better gender equality, education, and so on, an increase in the number
of women entering the workforce has resulted in added pressures of managing a different set of
difficulties at work. As a result, the number of women in all professions is increasing, including
teachers, lawyers, doctors, engineers, accountants, pilots, and MPs. However, the growing
number of women in the workforce has necessitated more flexible work schedules, child care
facilities, maternity and now paternity leave, and relocation to the husband's place of
employment. Employers will also have to deal with rising health-care costs and higher pension
contributions as the workforce matures. Overall, the rising diversity of the workforce will put
significant pressure on HR management(Aquino and Jalagat eds., 2022).
 Economical and technological change: Several economic and technological advancements
have happened over time, resulting in changes in employment and occupational patterns.
There is a noticeable transition in occupational structure from agriculture to industry to
services in India as well. Technology has become a defining feature of today's businesses.
As a result, modern businesses have evolved into technology-driven businesses. Men are, in

a sense, being supplanted by machinery. For example, manufacturing technology has
evolved to include automation and robotics. Many blue-collar professions will be eliminated
as a result of technological advancements, with fewer but higher-skilled jobs replacing them.
Office automation is undergoing similar changes, with personal computers, word processing,
and management information systems (MIS) continuing to alter the nature of office work.
 Globalization: International business is becoming more competitive as a result of
globalization. Firms that used to compete only with local competition increasingly had to
compete with foreign firms. As a result, the world has become a global market with two-way
rivalry. Multinational firms were born as a result of globalization (MNCs). MNCs are
defined by cultural diversity, increased competitiveness, and a variety of business practices,
among other things. 'The basic line is that the rising integration of the entire economy into a
single, vast market place is boosting the intensity of competition across a wide range of
industrial and service industries,' says one international business expert(Aungsuroch,
Gunawan and Fisher, 2022).
 Organizational restructuring: Organizational restructuring is used to improve a
company's competitiveness. Mergers and acquisitions of businesses have become standard
kinds of restructuring to ensure organizational competitiveness from this perspective. In our
country, mega-mergers in the banking, telecommunications, and petroleum industries have
been highly prominent. Another type of organizational restructuring is downsizing. Dealing
with the human implications of change is one of the issues that HRM tackles when it comes
to organizational restructuring. The human cost of downsizing, for example, has been widely
argued and discussed in the popular press. As a result, HRM must concentrate solely on the
altered scenario, which is not easy. As a result, HR managers' ability to handle HR tasks has
grown critical(Das, 2022).
 Changing nature of work: The nature of occupations and work has altered as a result of
technological advancements and globalization. Technological advancements such as the
development of fax machines, information technology, and personal computers, for
example, have enabled businesses to shift operations to lower-wage locales. In addition,
there is a growing tendency in the use of temporary or part-time labour in businesses.The
typical business will be knowledge-based, an organization composed largely of specialists
who direct and discipline their own performance through organized feedback from

colleagues, customers, and headquarter. For this reason, it will be what the individual calls
an information-based organization.
Voice Behaviour
It is considered as a critical content of employees that defines the role of employee voice
behaviour. It was found on the basis of proactive behaviour, the purpose was to investigate the
employee voice behaviour between an employer and an employee. It is discretionary in nature
and the proactive behaviour are referred as future oriented behaviours that focus on making
things happen. Highly engaged employees are needed for the organizational's sustainability
which can be achieved by motivating the employees towards the improvements of organization.
It is important to have proactive behaviour for the effective functioning of organization in
dynamic environment. The employees who do not contribute to the voice behaviour tends to
have low motivation and less engagement in their work. It is a mechanism by which a company
can remain innovative along with adjusting with the current environment. Proactive behaviour
may be refereed as the change in the behaviour of an individual based on the outcome of his
past(de Pablos, 2022).
Role of organisational environment in promoting voice behaviour
Voice behaviour in organisation is a constructive behaviour of individuals that works good as
well as bad for the development of the organisation. The role of voice behaviour of employee in
a organisation is very important.
Organisation environment decides the relationship between employee and higher
delegation
The organisation environment plays a major role in deciding how employee can connect or
approach seniors. When authority delegation take place in giving powers to the subordinate and
by delegation communication takes place. Two way communication increases the voice
behaviour in the organisation. Delegation improves and evalute the voice behaviour relationship
It gives ability to learn and express themself clearly and productively(Tebetso, 2022).
Cultural environment of organization
A culture environment defines the way and values establish by the seniors of the organisation
to communicate with their juniors. It gives shape of understanding and methods of
communicating to the juniors. It also provides various opportunities for employees to

communicate and put their view points in front of the seniors. The interaction that takes place in
a good cultural environment is in the form of debates, Sharing ideas, friendly collaboration .
Good Cultural environment promotes healthy competition and good voice behaviour which
helps in betterment of the organization and also helps in long term profitability. Good
communication takes place when an employee taking part in the organization actively and
regularly . Voice behaviour based on good as well as cultural environment(Hamid, Muzamil
and Shah, 2022).
Evaluate and apply techniques in planning the business and HR strategy
Understanding how to build a strategic HR planning process is critical for improving the
strategic alignment of workers and other resources. Strategic human resource planning, at its
most basic level, guarantees sufficient personnel to satisfy your organization's operational goals
by matching the appropriate people with the right talents at the right time. In order for your plan
to stay adaptable, you must first determine where your business stands now and where it is
headed. The plan for any firm will fluctuate significantly depending on its current and future
demands, but there is a fundamental structure you may follow to ensure you're on the correct
course(Koech, Kirui and Langat, 2022).
And some of the major points that are important to be considered in the business are as follows:
 Assess current HR capacity: Assessing your current workforce is the first stage in the
human resource planning process. It's critical to recognize the talent that employee already have
before making any decisions about hiring additional personnel for your company. Create a list of
abilities for each of company present employees.
 Forecast the HR requirement: It's time to start estimating future needs after employees
have a complete inventory of the resources they already have. Will employees need to continue
with their current team but increase their production by improving efficiency or learning new
skills? It's critical to evaluate both your company's demand for skilled people and the supply of
those employees, whether from within or outside the business(Kramar, 2022).
 Develop talent strategy: It's time to start growing and adding talent after evaluating the
company's staffing needs by assessing your current HR capacity and estimating supply and
demand. Talent development is an essential component of effective human resource

management.During the recruitment stage of the talent development process, you start looking
for candidates who have the talents your firm requires. This phase can include advertising job
openings on employment boards, checking social media sites like LinkedIn for qualified
candidates, and asking current employees to recommend people they know who would be a good
fit.
 Review and evaluate: After a period of time has passed, the organization can assess if
the human resource process strategy has aided the company in achieving its objectives in areas
such as production, profit, staff retention, and employee happiness. Continue with the plan if
everything is going well, but if there are any problems, employee can always alter things around
to better meet your company's demands(Lakhani and Ouyang, 2022).
Reasons why it’s so important for HR to align with business strategy
 Move in lockstep with the rest of the company: When there is universal buy-in and
alignment across teams, goals are always more attainable.Secure the proper talent: While
good talent is always useful, businesses may need to invest in various skill sets or jobs at
various periods. Understanding the company's strategic goals will aid HR in attracting and
retaining the right talent at the right time.
 Provide a strategic focus to HR initiatives: There are numerous ways to recruit, train,
attract, invest in, and support people in today's changing industry. However, it is impossible
to take up all of the initiatives at once. HR gains a strategic focus and helps prioritize goals
by aligning with corporate strategy(Salih, 2022).
 Secure the proper talent: While good talent is always useful, businesses may need to invest
in various skill sets or jobs at various periods. Understanding the company's strategic goals
will aid HR in attracting and retaining the right talent at the right time.
Role human resources plays in strategic planning
Setting defined departmental objectives and strong organizational principles are the first steps.
Companies that have their principles documented are less prone to overlook the real-world
consequences of strategy modifications or major decisions. As employee get started, keep these
steps in mind.
 Align and set your HR goals: HR's primary strategic responsibility is to set goals that will
aid in the achievement of key business objectives. Goals will vary depending on the

company's strategic goal, but concentrating on HR fundamentals is a good place to
start(Tanova and Bayighomog, 2022).
 Compensation for employees: Perhaps the present corporate objectives are more concerned
with employee retention or culture development. On the other hand, maybe the corporation
needs to cut costs. Compensation structure may be an essential factor in any circumstance.
HR may make strategic decisions to help the organization reach these goals if they are
aligned and knowledgeable about them.
 Employee training and development: It may be important to train staff on new skill sets,
depending on the corporate goals and immediate activities. Extra duties and responsibilities
may be resisted by some individuals, therefore HR's duty in these cases is to both advocate
additional training and guarantee that teams are established to keep up with changing needs.
 Change management is a term used to describe the process: HR frequently has the best
pulse on employee opinion throughout the firm because it is a people-focused function. HR
can thus serve as effective advocates and change agents in the implementation of corporate
strategy, laying the groundwork for employee engagement and success. HR departments can
encourage employees to provide input on new company strategies or technological
investments in order to guarantee that any changes or strategic shifts are operationally
sound.
 Formulate specific actions to hit those goals: When creating an optimized action plan, it’s
important to have a clear understanding of your organization’s current structure and identify
any gaps or shortcomings in your processes. Where should the company invest more in
recruiting. If budgets are tight, what training or employee development programs need to be
in place to maximize the productivity and effectiveness of your existing talent.HR
departments can align personnel with corporate strategy, enhance productivity, and
understand data in context to make better decisions if they can visualize where each player
fits into the wider organization. HR departments can use org charts and associated graphics
to optimize organizational structure at all levels and make better personnel decisions, such
as:Assigning employees to positions where their skills can have the most impact, Making

well-informed compensation, equity, and performance decisions and Modeling present and
future organizational structures to discover the most effective way to scale your company
Conclusion
In this respective report, it can be concluded that HRM in order to achieve organizational
goals, a framework that connects management people and development techniques. It is critical
for an organization's personnel to stay. It aids in the development of better strategic planning as
well as the evaluation of the present environment of the firm. It also makes it easier to put tactics
in place, monitor them, and evaluate them. It contributes to the effective resolution of
commercial issues.and lastly there are the roles which are discussed and some of the reasons that
are very important to know HR.

REFERENCES
Books and Journals
Anjum, A., Ming, X. and Puig, L.C.M., 2022. Analysis of strategic human resource management
practices in small and medium enterprises of South Asia. In Research Anthology on
Human Resource Practices for the Modern Workforce (pp. 1021-1039). IGI Global.
Aquino Jr, P.G. and Jalagat Jr, R.C. eds., 2022. Navigating the New Normal of Business With
Enhanced Human Resource Management Strategies. IGI Global.
Aungsuroch, Y., Gunawan, J. and Fisher, M.L., 2022. Competence-Based Human Resource
Management. In Redesigning the Nursing and Human Resource Partnership (pp. 15-
30). Palgrave Macmillan, Singapore.
Das, R., 2022. Human Resource Management in Indian Microfinance Institutions. In Research
Anthology on Human Resource Practices for the Modern Workforce (pp. 129-140). IGI
Global.
de Pablos, P.O., 2022. Knowledge management and intellectual capital in the digital
economy. Int. J. Learning and Intellectual Capital, 19(1), p.1.
Dohroo, M. and Duggal, T., 2022. Sustainable and Green Human Resource Practices.
In Research Anthology on Human Resource Practices for the Modern Workforce (pp.
291-302). IGI Global.
Hamid, Z., Muzamil, M. and Shah, S.A., 2022. Strategic human resource management.
In Research Anthology on Human Resource Practices for the Modern Workforce (pp. 1-
16). IGI Global.
Koech, R.K., Kirui, J. and Langat, L., 2022. Relationship between Recruitment Information
System and Management of Human Capital: A case of James Finlay Limited,
Kenya. East African Journal of Business and Economics, 5(1), pp.1Desimarnis, D.,
2022. PERENCANAAN STRATEGIS SUMBER DAYA MANUSIA DI BIDANG
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Kramar, R., 2022. Sustainable human resource management: six defining characteristics. Asia
Pacific Journal of Human Resources.
Lakhani, T. and Ouyang, C., 2022. Chain Affiliation and Human Resource Investments:
Evidence from the Restaurant Industry. Organization Science.
Salih, A.A., 2022. Strategic Human Resources Management: Strategies in Iraq and Jordan.
In Research Anthology on Human Resource Practices for the Modern Workforce (pp.
1074-1093). IGI Global.
Tanova, C. and Bayighomog, S.W., 2022. Green human resource management in service
industries: the construct, antecedents, consequences, and outlook. The Service Industries
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Tebetso, T.T., 2022. HUMAN RESOURCE MANAGEMENT INFLUENCE ON EMPLOYEE
RELATIONS IN AFRICA: CASE OF BOTSWANA PUBLIC SERVICE
SECTOR. Revue Européenne du Droit Social, 54(1), pp.98-111.
(Anjum, Ming and Puig, 2022)(Aquino and Jalagat eds., 2022)(Aungsuroch, Gunawan and
Fisher, 2022)(Das, 2022)(de Pablos, 2022)(Dohroo and Duggal, 2022)(Hamid, Muzamil and

Shah, 2022)(Koech, Kirui and Langat, 2022)(Kramar, 2022)(Lakhani and Ouyang, 2022)(Salih,
2022)(Tanova and Bayighomog, 2022)(Tebetso, 2022)