HRM assessment
A Critical examination of the
Human and Resource management of the
SNOW Mountain Hotel
Table of Contents
Cover Page ……………………………………………………………………………………………1
Contents...……………………………………………………………………………………………..2
Introduction…………………………………………………………………………………………..3
Business Partner Model
Definition of the Business Partner Model…………………………………....3
Drivers of the Business Partner Model…………………………………………3
Value to the business and Potential Drawbacks.......……………………4
The use of Centralised Shared Service Centres Meaning of Shared Service Centres…………………………………...........5 Internal and External Drivers of Shared Service Centres ......……..5 Benefits and Drawbacks ………………………………………….....…………….5
Devolution of HR Responsibilities to the Line Manager Defining Devolution .........................................………………………….6 Benefits and Drawbacks…………………….....………………………………….6 Practical Issues to be Addressed…................................……………..7
Conclusion…………………………………………………………………………………………..8
References....................……………………………………………………………………….9
Appendix...............……………………………………………………………………………..10
Introduction
The purpose of this report is to critically analyse and highlight the main HR issues which are affecting the SNOW Mountain Hotel and to advise the management of the hotel on how to improve the HR model currently used within the organisation.
The new HR strategy which is being used by the business has its advantages and disadvantages that need to be taken in to consideration by the managers.
Since the removal of the on-site HR professionals and the introduction of shared service centres, the SNOW Mountain Hotel HR managers will be devolving responsibilities to the line managers. The organisation has to make sure they implement the new business partner model as best as they can.
Business Partner Model
Definition of the Business Partner Model
The Business Partner Model refers to HR professional working closely with the manager of the organisation
Human and Resource management of the
SNOW Mountain Hotel
Table of Contents
Cover Page ……………………………………………………………………………………………1
Contents...……………………………………………………………………………………………..2
Introduction…………………………………………………………………………………………..3
Business Partner Model
Definition of the Business Partner Model…………………………………....3
Drivers of the Business Partner Model…………………………………………3
Value to the business and Potential Drawbacks.......……………………4
The use of Centralised Shared Service Centres Meaning of Shared Service Centres…………………………………...........5 Internal and External Drivers of Shared Service Centres ......……..5 Benefits and Drawbacks ………………………………………….....…………….5
Devolution of HR Responsibilities to the Line Manager Defining Devolution .........................................………………………….6 Benefits and Drawbacks…………………….....………………………………….6 Practical Issues to be Addressed…................................……………..7
Conclusion…………………………………………………………………………………………..8
References....................……………………………………………………………………….9
Appendix...............……………………………………………………………………………..10
Introduction
The purpose of this report is to critically analyse and highlight the main HR issues which are affecting the SNOW Mountain Hotel and to advise the management of the hotel on how to improve the HR model currently used within the organisation.
The new HR strategy which is being used by the business has its advantages and disadvantages that need to be taken in to consideration by the managers.
Since the removal of the on-site HR professionals and the introduction of shared service centres, the SNOW Mountain Hotel HR managers will be devolving responsibilities to the line managers. The organisation has to make sure they implement the new business partner model as best as they can.
Business Partner Model
Definition of the Business Partner Model
The Business Partner Model refers to HR professional working closely with the manager of the organisation
References: Beer M. and Guest D. (1984), A concise introduction: Human and Resource Management, Chapter 1,pp 6. Legge K. (1995), HRM: rethoric, reality and hidden agendas, in J. Storey (ed.) Human Resource Management: A critical text, London : Routledge. Maatman M Purcell, J., Kinnie, N., Hutchinson, S. et al. (2003) Understanding the People and Performance Link: Unlocking the Black Box, London: CIPD Reddington, Williamson and Withers (2005), Transforming HR (2 ed.), 23 (7) pp 58 Storey (1995), Human Resource Management, A critical text, London: Routledge. Ulrich D. and Brockbank, W. (2005) People Management, 11(12) pp 24-8 Ulrich D Wilkinson, A. (2011) Guest editors’ note: New times for employee voice?,Human Resource Management, 50(1) pp 65.