Need an argumentative essay on Human Resources Bachelor. Needs to be 9 pages. Please no plagiarism.Download file to see previous pages... In addition to this, it is estimated that sixty five to sevent

Need an argumentative essay on Human Resources Bachelor. Needs to be 9 pages. Please no plagiarism.

In addition to this, it is estimated that sixty five to seventy five percent of work in the manufacturing industries also relates to 'services'.

However the services provided by different industries are different in content and nature and for the reason cannot be dealt with as a generic proposition. For example the hotel industry is seasonal unlike many others listed above. The hotel industry is characterised by ad hoc management, lack of trade unionism and high labour turnover. (Hoque 1999a 4)

1.1 Human resource management in the hotel industry: The most compelling argument for instituting human resource management in the hotel industry is that the customer is not only a recipient of the service but also a part of the process. Never before was the adage the customer being the king truer than now with intensified global competition, heightened customer expectations and abundance of choices across industries - and the hotel industry is no exception. The quality of human resources could well be the differentiator that can lend a competitive edge to the industry. The reputation that a hotel earns for its quality of service, is difficult for its competitors to replicate.

The core philosophy of human resource management is that employee commitment enhances employe...

sen sums up the key objectives for pursuing strategic HRM in the hotel industry as follows: it must focus on both activities generating value for the company and optimising HRM costs at the same time (value contribution). it must develop, promote and retain human capital to suit the company's strategic objectives (aligning human capital with strategic objectives). and it must anticipate and support change initiatives with necessary processes, methods and instruments for a smooth transition (managing change). (2003)

Hoque cites other researchers like Guest (1987) and Beer et al., (1985) to argue that employees' commitment makes them more satisfied, productive, adaptable, willing to accept organisational goals and values, and not mind to 'stretch' themselves to meet organisational goals. The 'stretch' will be in terms of additional productivity, effective contributions and taking part in continuous improvement processes. The spirit of self-motivation inculcated in the workforce would result in less need for supervision, which in turn results in reduced overheads by reducing the need for managerial tiers. Organisations that achieve congruence of perceived interests with their workforces are less likely to be viewed with suspicion when they have to perforce undertake changes necessary to meet environmental needs. Workforce in such organisations will be willing to swap roles (multi-tasking) that help them in more effective utilisation of labour. (1999a 8).

In his illuminating article on the relationship between human resource management and performance based on a study of 200 hotels in the UK, Hoque demonstrates that the relationship between HRM and performance depends on the company's business strategy.