This paper particularly introduces the innovative business model for the brewing sector in the UK. The Human Resource British brewery sector is highly associated with employment having people directly employed in it. It is estimated that in 2010 there were over 983,000 jobs sustained due to the brewing activity in the UK through direct, indirect, and induced effects of the brewing as an international and highly acclaimed business (BBPA, 2010). The brewing sector in the UK has the potential to sustain its growth amidst anti-alcoholism activities (SIBA, 2010). It has the capacity to employ manpower and there is a great level of dependence on it by choosing potential people for brewing activity. Manpower are employed with great consideration on their skills. This has potential impact on the economic condition in the UK. Thus, this needs special attention primarily because it provides significant economic benefits to the national economy. The human resources have significant function or role to play in an organisation (Ferris et al., 2007). The human resource is considered one of the most important assets in most organisations because it is imperative to its effectiveness, survival of the business and its competitive advantage (Bryant and Allen, 2009; Ferris et al., 1998; Boxall, 1998). People are to implement the tasks that every organisation needs to perform to achieve its corporate goals. There is a need to invest in human capital because it is found that it particularly generates and enhances innovative capability (Huang et al., 2011). Thus, it is always a major consideration to include socio-economic concerns in dealing with the human resource (Cardon and Stevens, 2004; Gunderson, 2001). Considering that the brewing sector in the UK is composed of different independent companies, it is necessary to integrate the human resource into one entity to the same level of standard. One of the innovative moves that the British brewing sector to achieve the peak of its advantage in the world is to unify the entire business process of the brewing sector particularly its manpower. One way of doing so is to set specific standard for the entire sector that the human resource should adhere. The external human resource Customer value is tantamount to providing quality service. There is a need to focus on how service should be offered to the customers. There should be great emphasis on the external environment of an organisation. An organisation’s external environment proves to be influential in the world of work (Burke and Ng, 2006). The human resource is such a broad area of concern in an organisation. One of the best moves to do is to have external human resource for the entire British brewing sector in order that the one unified standard will be achieved. This primarily will guide the entire British brewing sector in order to help individual companies and even the new entrants to have something to follow in order to come up with the best human resource to implement the entire goal of the whole sector. Brewing sector’s benefits In the event that there will be unified training and skills enhancement achieved by the human resource in the entire brewing sector, suppliers and the brewing sector will basically achieve substantial benefits. One of the benefits is the ability to strengthen skills and training enhancement because the entire activity will be not so costly due to coordination of all members in the sector. Members will
Introduction There is need to understand that the British brewing sector is becoming strong in the world amidst competition. There is a need to increase its ability to determine and fight its rivals. However, the said sector is still home to diverse members with specific corporate objectives…
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