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Critically review the situation at RestaurantCo and identify the strengths and weaknesses of its approach to managing human resources

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Critically review the situation at RestaurantCo and identify the strengths and weaknesses of its approach to managing human resources
Critically review the situation at RestaurantCo and identify the strengths and weaknesses of its approach to managing human resources

Critical Essay for Introduction to Human Resource Management
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This essay analyses the case of RestaurantCo, a large non-unionised restaurant company with over 300 branches across the UK, and more than 7000 employed staff members (Suter & Marchington 2011). According to Brad and Gold (2012, p.401) the term non-unionised is a ‘workplace, where managers have flexibility in designing work, selecting, promotion and training people, and determining rewards and other human resources (HR) practices.’ As briefly defined managers carry out many duties and responsibilities for the business.
In order to have a better understanding of the role of line managers and employee relations at RestaurantCo it would be necessary to explore and outline the strengths and weaknesses of the company. To be more specific, this essay will explore and outline the main strengths and weaknesses in the working style of branch managers and the structural centralisation within the organisation, the formal and informal employee involvement and participation (EIP) practices, the working relationships between front line managers and employees, and the competitive effectiveness of the organisational HRM system and capability framework for branch managers.
This case study of RestaurantCo focuses on the organisational problems that stems from the centralisation of corporate decision making and monitoring. The company regarded itself as a high quality restaurant business with a strong focus on positive employee relations thus reflected in their history of informal employment relations approach (Suter & Marchington 2011). However, since the change in ownership the company had to implement new business strategies and HR practices as well as make further



References: Marchington, M & Kynighou, A 2012, 'The dynamics of employee involvement and participation during turbulent times ', The International Journal of Human Resource Management, vol.23, no.16, pp. 3336-3354 viewed on 2 September 2013, Ebsco database.

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