Human Resource Management Assignment Sample

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Human Resource Management
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HUMAN RESOURCE MANAGEMENT

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DISCUSS AND EVALUATE THE VIEW THAT, IN AN INCREASINGLY COMPETITIVE MARKET
PLACE FOR LABORS AND GOODS, THE STRATEGIC ROLE OF HUMAN RESOURCE
MANAGERS HAS BECOME CRITICAL TO ORGANIZATIONAL SUCCESS
INTRODUCTION
As the modern businesses faces pressure of competition and globalization, the roles and responsibilities of
Human Resources managers has transformed completely (Storey, 1999). The long-term demand of the
HR manager has increased significantly, however the global supply of talent is becoming very short. In
this competitive market place for labor and product, the major challenge or gap is the problem of
manpower everywhere (Deb, 2006). Now each and every organization, in order to succeed in the
market is in great need to place more emphasis on human resource managers (The strategic importance
of human resource development, 2004). This is because of the fact that they are playing a strategic role
in this contemporary business world. In this changing global labor market conditions, HR managers
along with the firms should be able to adapt their human resource practices accordingly. Here, in this
research report the strategic role of Human Resource Manager for the success of the organization is being
reflected by taking a case Hotel Holly House (Kapur, n.d).
Holly House Hotel
The hotel is located in the centre of London, providing stylish facilities to all its potential guests. The
hotel also emphasis on presenting pleasant and enjoyable stays to its clients. Many amenities like,
room service, tea and coffee making machines, color TV, fridge and Wi-Fi connections are made
available to customers (Welcome to the Holly House Hotel, 2012). Holly House hotel is simple yet it
renders a convenient accommodation and thus, gained a position of ideal choice for low cost stay in
London (Duggan, n.d). Today, each and every organization is starving for maximum profits and
sustaining long term viability in the market. In such as scenario role of Human resource manager
becomes strategic apparently (Nickson, 2012). Having more insight towards the Hospitality sector, it is
articulated that the role and responsibilities of HR is more vibrant and challenging in this industry
(Human Resource Management, 2012). As, this sector involves direct interaction of consumers and
employees, a significant increase in the requirement of manpower is witnessed (Giannantonio, and Hurley,
2001). In this present business era, hospitality industry is experiencing enlarged competitive
pressures. This pressure is combined result of both economic recession and advancement of
technology all across the world (The Labor Market Context of HRM, n.d). The intense

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competitive situation of the hotel has modified ad transformed the role of managers and has
promoted their importance in each and every aspects of the business (Duggan, n.d). The major
challenge that lies on the part of the HR manager and Department is to retain and attract valuable
employees, rendering them proper training and development as well as ensuring them complete job
satisfaction (Boella and Turner, 2012). For the purpose of survival, growth and to achieve the
ultimate objectives, every organization requires the utilization of a complex array of resources
(Mayhew, n.d). All these factors help in informing the existence and creation of a particular company
(Bratton, n.d). The mobilization and deployment of human, material and financial as well as their
right resource- mix, provides the company leverage toward the desired end (Deb, 2006). Out of all
these resources, human resource is the most potent and central, which contributes considerably to
corporate bottom line and competitiveness. Therefore, it can be said that every organization
whether hotel or any other firm achieves sustained competitive advantage through people i.e. its
workforce. Competitive advantage is simply anything that provides the company an edge over the
competitors in its market (Human Resource Management, 2012).
Most of the organizations executives are taking more interest in the deployment and utilization of
their human resources due to the new business context (Mayhew, n.d). This new business context is
being featured by increasing globalization, market competitiveness, greater organizational complexity
and cutting-edge information communication technology (Duggan, n.d). It is therefore, HR function and
manager is playing a far more strategic role in the business as well as in the process if corporate strategic
planning. The materialization of Strategic Human Resource Management is increasingly adding more
value to the organization apparently (Ulrich, 1997).
Strategic roles of HR Manager
The competitiveness in the marketplace for labor and goods has substantially made the role of HR
managers more strategic and critical (Competitive Labor Markets, n.d). All these situations have
evoked many new roles of the human resource managers and at the same time,

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manager of Holly house find themselves in a position to develop effective tactical plans in order to knob
the emerging challenges in the company (Ulrich, 1997). Explanation of all these skills possessed by HR
manager of Holly House being a business partner is explained beneath:
Skills Demonstrated by HR manager of Holly House
On total there are seven most critical skills and competencies that HR professional of Holly House
enjoys for the success and growth of the organization. The very first is the “ Global operating skills”
(Boella and Turner, 2012). In this era of competition and globalization, each and every firm wants to
expand their global reach. Global operating skills enable them to have an understanding in regards with
the issues of globalization (Competitive Labor Markets, n.d). It also suggests them various ways in
dealing and conducting business with individuals of diverse background or nationalities. The second
significant competency is “Business and financial savvy” (Dowling, Festing and Engle, 2008).
Through this skill the HR manager of Holly House comprehends the business goals, financial reports
and possesses the business acumen for understanding and supporting the function. The third skill is
that HR manager have is “Strategic visioning, critical thinking and problem solving skills” (Heathfield,
n.d). The fourth skill is “Ability to use information technology”. In order to leverage the results
and outcomes of the business, HR manager of Holly House must be well grounded in information
communication technology (ICT). The information communication technology is defined as the
engine, which helps in driving the modern organizations towards business success as well as provides
them sustainable competitive advantage. The fifth strategic skill is “Deep HR knowledge”. This is the
area where HR manager of Holly House lacks behind. In this competitive environment, this skill
is required on their part apparently (Inyang, 2010). For the purpose of adequately articulating HR
practices, each and every manager should be well grounded in the theoretical and practical
fundamentals of HR. More investment of time and resources is required in regards with training and
development (Heathfield, n.d). The sixth one is “Change management skills ”. This is considered as the
most important skill. In an organization diverse people work in same umbrella (The strategic
importance of human resource development, 2004). Thus, HR manager of Holly House needs this skill
to move the organization towards new and more efficient path of doing business. In order to manage the
change in the organization, the manager is required to show commitment. The last, however most
important skill is “Organizational effectiveness skills”. With these skills, HR manager diagnose
the effectiveness of the firm as accurately as possible, so as to portray their current and future state.

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With this type of skills, manager will be in a position to monitor and correct inefficiencies (Snell and
Bohlander, 2012). Therefore, being a strategic business partner, HR manager of Holly House enjoys these
skills, which will further lead them in contributing to vision, strategy and critical thinking in order to
achieve credibility for the HR function (Mayhew, n.d).
Barriers in Strategic approach of HR manager
However, there are many factors and barriers while introducing a strategic approach of Human Resource
Manager within a company. HR manager of Holly House does not operate in a vacuum (Boella and
Turner, 2012). They are highly influenced by and in turn influence wide range of factors like, changes in
technology, social values, laws and economic conditions, which are present both in the external
environment of the organization as well as in internal factors like, objectives of the firm, its strategy,
culture and structure (Human Resource Management, 2012).
In the path of adopting a strategic approach to human resource management, the most significant barriers
within an organization is that there are few HR managers, who are significantly involved in the process of
decision-making and strategic planning, but they are not taken as a strategic contributors (Poole,
1999). For the purpose of recognizing the important role being played by Human resource managers in
all facets of a business like, contributing in HR activities, implications of HR issues etc,
improvement in the performance of HR professionals is pre- requisite (Armstrong, 2008). The
strategic role of the human resource managers in order to take the organization to the path of success
demands proactive thinking (Holsapple, 2000). Being a HR manager he need to identify the
external influences that might pose impact on the organization and management of its manpower
(Mayhew, n.d). These external factors are political, legal, social, technological, cultural,
environmental, demographics etc (Human Resource Management, 2012).
Internal influences involve examination of factors that are found within the organization.
Some of these factors are organizational culture, vision, strategies, culture, and structure and
polices (Giannantonio, and Hurley, 2001). Explanation of all these aspects is given: The first one is the
organizational culture. The culture of the company is being formed by the organizations psychological
and social climate (Competitive Labor Markets, n.d). It is the culture of the firm which presents the
values, beliefs, assumptions and symbols that define the way company carry out their business
(Armstrong, 2008). Through the culture of the organization, employee make

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Employees lack necessary skills and are unable to do so than ultimately the growth of the company will
become stagnate and will going to fail in long run (Giannantonio, and Hurley, 2001). As major
changes and shift from an industrial society to information society is being noticed in the current
phase, many challenges and obstacles are coming across in front of all HR managers. They need to
improve their performance in order to achieve the aims and objectives of the firm at a skyrocket pace
(Taggar, MacDonald and Sulsky, 2008). If each and every organization, irrespective, to which
industry they belong, wants to compete successfully with the other firms in the world than they should
manage their employees quite differently. This can be articulated form the fact that Human Resource is
the major source of competitive advantage for the firms. If the challenges needs to be met, than a
revolution in management and HRM thinking is needed apparently (Armstrong, 2008).
Conclusion
From the above fact it can be concluded that the emergence of strategic role of Human Resource
Managers as a paradigm shift generated more value-added core responsibility. It has also emphasized
on the need of integrating HR practices with business strategy (Snell and Bohlander, 2012). As per
SHRM strategic business partner model, “For attainment of business strategy and goals, critical
organizational capabilities and performance behaviors are quite necessary”. Strategic role of HR
managers is more radical and systematic approach for managing the human capital (Jain, 2005). It pays
more attention towards organizational performance rather than emphasizing on individual performance
(The strategic importance of human resource development, 2004). With this role, congruence of HR
practices with business strategies is made possible, which in turn enables the firm to achieve sustained
competitive advantage as well as success and growth (Inyang, 2010).

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REFERENCES
Books and Journals
 Armstrong, M., 2008. Strategic Human Resource Management: A Guide to Action . 4th
ed. Kogan
Page Publishers.
 Boella, M., and Turner, S. G., 2012. Human Resource Management in the Hospitality Industry.
Routledge. Deb, T., 2006.
 Strategic Approach to Human Resource Management Concept, Tools And Application.
Atlantic Publishers & Dist.
 Dowling, P. J. Festing, M., and Engle, A. D., 2008. International Human Resource Management:
Managing People in a Multinational Context. 5 ed. Cengage Learning EMEA.
 Giannantonio, C. M., and Hurley, A. E., 2001. Executive insights into HR practices and
education. Emerald Group Publishing Limited. 10. pp.183-208.
 Holsapple, C. W., 2000. An investigation of factors that influence the management of knowledge
in organization. Journal of Strategic Information Systems. 9. pp.235-261.
 Jain, P., 2005. A comparative analysis of strategic human resource management (SHRM) issues in
an organizational context. Library Review. 54(3). pp.166-179.
 Nickson, D., 2012. Human Resource Management for the Hospitality and Tourism Industries.
Elsevier Poole, M., 1999. Human Resource Management: Critical Perspectives on
Business and Management. Routledge.

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