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strategic human resource management in tourism and hospitality
Pages 17 (4267 words)
Strategic Human Resource Management Given that it is people who eventually implement business strategic plans, intellectual capital is one of the major sources of competitive advantage; top managers match corporate strategies with Human Resource Management strategies for optimum performance.
The SHRM approach focuses on long-term HR issues and macro-concerns such as organizational culture, values, commitment, and structure, among other things. In this view, Strategic HRM guides organizational decisions concerning personnel recruitment, training, development, performance management, and appraisal; personnel relations strategies, policies, and practices are also a key concern to SHRM. Unlike the traditional HRM, SHRM is an integrated approach in that its HRM strategies are integrated both with the business strategy and with one another. Strategic HRM plays a very crucial role in the tourism and hospitality industry because it leads to efficiency in service delivery and a multiplicity of competitive advantages for industry players (Baum, 2006). Some of the major challenges facing organizations and managers in the highly competitive tourism and hospitality sector are to do with recruiting, developing and maintaining a committed and competent workforce. To keep the workforce well managed, well-motivated, and focused on providing high-quality products and services to the increasingly demanding and discerning customers is another major concern for organizations and managers in the Tourism and Hospitality industry. ...
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