The Perspective of the Human Resource Management
Case Study 1
Britney Bonilla
Busi 343-D01
The specific nonunion business situation that is to be considered in the case study, pertains to hotel business’s that are mainly equipped with a diverse group of individuals that hold different beliefs, morals, and mannerisms. Human resource managers have a role in developing effective practices such as customer-contact employees which entails selection, training, and providing efficient framework skills to help better the support system for employees’ comprehension of tasks (Osoian & Petre, 2013). Human Resource Managers can only accomplish their goal of providing successful systems and methods if they become innovated in which Osoian & Petre (2013) state that, innovation is a key characteristic that influences hotels success (p.80).
Considering that hotel’s primarily staff their employees from different parts of the world it would seem that the most effective way that HRM can communicate towards employee voice would be through a direct or informal mechanism. Direct employee voice mechanisms involve a general conversation amongst the employer and employees whether it is through a meeting, email, or problem-solving groups. Implementing a direct voice provides a direct involvement with employees and management in decisions that affect jobs, and work environment (Lavelle, Gunnigle, & McDonnell, 2010). Providing a clear understanding of policies, procedures, and compensation towards hotel employees who may be unfamiliar with that countries customs in a direct form can prove to be beneficial. Benson and Brown (2010) cite Waring’s (1999) statement that, “direct communication between individual employees and their supervisor is seen to result in higher trust and cooperation” (p.93).
The structure on how HRM should address a nonunion business situation would benefit well in a mandatory, group or individual conversation to acquire that face time to ensure employees that management considers all employees as part
Britney Bonilla
Busi 343-D01
The specific nonunion business situation that is to be considered in the case study, pertains to hotel business’s that are mainly equipped with a diverse group of individuals that hold different beliefs, morals, and mannerisms. Human resource managers have a role in developing effective practices such as customer-contact employees which entails selection, training, and providing efficient framework skills to help better the support system for employees’ comprehension of tasks (Osoian & Petre, 2013). Human Resource Managers can only accomplish their goal of providing successful systems and methods if they become innovated in which Osoian & Petre (2013) state that, innovation is a key characteristic that influences hotels success (p.80).
Considering that hotel’s primarily staff their employees from different parts of the world it would seem that the most effective way that HRM can communicate towards employee voice would be through a direct or informal mechanism. Direct employee voice mechanisms involve a general conversation amongst the employer and employees whether it is through a meeting, email, or problem-solving groups. Implementing a direct voice provides a direct involvement with employees and management in decisions that affect jobs, and work environment (Lavelle, Gunnigle, & McDonnell, 2010). Providing a clear understanding of policies, procedures, and compensation towards hotel employees who may be unfamiliar with that countries customs in a direct form can prove to be beneficial. Benson and Brown (2010) cite Waring’s (1999) statement that, “direct communication between individual employees and their supervisor is seen to result in higher trust and cooperation” (p.93).
The structure on how HRM should address a nonunion business situation would benefit well in a mandatory, group or individual conversation to acquire that face time to ensure employees that management considers all employees as part
References: Benson, J., & Brown, M. (2010). Employee Voice: Does Union Membership Matter? Human Resource Management Journal, 20(1), 80-99. Retrieved from http://rx9vh3hy4r.search.serialssolutions.com/?ctx_ver=Z39.88-2004&ctx_enc=info%3Aofi%2Fenc%3AUTF-8&rfr_id=info:sid/summon.serialssolutions.com&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&rft.genre=article&rft.atitle=Employee+voice&rft.jtitle=Human+resource+ Budd, J. W. (2013). Labor Relations: Striking a Balance (4th ed.). New York: McGraw-Hill Companies Inc. Crews, D., & Richard, S. (2013, November). Aligning Culture with Human Resource Strategies. International Journal of Business and Social Science, 4(15), 1-5. Retrieved from http://search.proquest.com.ezproxy.liberty.edu:2048/docview/1471238057?pq-origsite=summon Lavelle, J., Gunnigle, P., & McDonnell, A. (2010, January 6). Patterning Employee Voice in Multinational Companies. Human Relations, 63(3), 395-418. Retrieved from http://search.proquest.com.ezproxy.liberty.edu:2048/docview/743796346?pq-origsite=summon Osoian, C., & Petre, A. (2013, Dec). Human Resource Management Practices and Hotel Innovation. Studia Universitatis Babes-Bolyai, 58(3), 80-89. Retrieved from http://p2048-www.liberty.edu.ezproxy.liberty.edu:2048/login?url=http://search.proquest.com.ezproxy.liberty.edu:2048/docview/1492958461?accountid=12085