Essays on Managing Performance - Tough Mudder Event Research Paper

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The paper "Managing Performance - Tough Mudder Event " is a perfect example of a management research paper. Tough Mudder event is one incredible event founded in 2010 that meant to test human reaction and phobia. The event is organized across three major cities in Australia that include Melbourne, Sydney, and South East Queensland. The whole idea was proposed by a duel of business graduates from Harvard. The factors and situations that are used to create fear include flames, water, voltages, and extreme elevations. The focus of this year’ s event is the Melbourne Tough Mudder which is new and accompanied by new hardship and fear triggers.

The event is scheduled for October 2015. An adventurous terrain is in place that has deep mud about 5 feet deep, steep and high hills, numerous water reservoirs, natural and terrifying creeks, and a set of other new obstacles. Melbourne series of Tough Mudder is sponsored by local powerhouses that include Bosch Blue Power Tools, Garmin Company, the Coates Hire, Under Armor, and Soldier on. The event’ s stakeholder comprises of all volunteers willing to take up the nervous challenge and is known as MVP. The event is a new one with a new series of challenges that are breathtaking.

Not only participants will feel the new environment but also the event organizers in terms of staff. New and more demanding roles develop for the event organizer to require a competent team in place. This brings on the concept of human resource management. The practice of managing human resources come with costs, risks, and conveniences. Effective management is must be identified to avoid any letdowns during the Tough Mudder Melbourne event.

Consultancy, therefore, is necessary to advise on options to overcome this challenge of workforce management the Tough Mudder is to face. Literature Review Introduction The Melbourne series of the Tough Mudder event comes with new fear factors and events that require an upgrade in the staff number or staff competence. Only quality staff is needed to deliver quality in terms of event management, risk management, financial management advertising, creativity, and innovation. To have such a staff, Tough mudder needs to put in place quality Human resource management strategies. This section reviews the various human resource management practices and the relevant qualities needed in the practices.

The practices discussed in this section include recruitment, compensation, and benefits, retention and motivation, training and development, effective communication. Recruitment and Role Assigning According to Doornenbal et al (2012), the best recruitment strategy ensures competent staff is acquired by an organization. In their document of Recruitment and Selection, the writers recommend that several steps be adopted for effective recruitment (ATG Educational, 2008). The first step is to analyze the job requirements and demands. Comprehensive internal research should justify that such competence is not within the organizations’ personnel (Boxall et al 2007).

If competence can be detected within, then there is no need for new employees. A job advertisement can be made when a technical deficiency is detected within the organization (Coyle-Shapiro et al, 2013). A transparent vetting panel should be selected to countercheck applicants’ quality versus the job requirements. There might be situations when a company only needs temporary staff for a contractual duty. In this case, expatriates with adequate skill and knowledge can be hired (Doornenbal et al, 2012).

Team selection and assigning of roles is a unique approach in project and event management. Several methods can be adopted in the assigning of roles to team members. An organizational chart can be developed to identify set out roles. According to FME (2014), the staffing management plan for events must have followed the following steps; staff hiring; duty roster for staff; duty schedule; staff training and knowledge development; and development of a health and risk management plan.

References

ATG Educational (2008). Human Resource Management. Retrieved on October 18th, 2015 from

Boxall P, Purcell J & WRIGHT P (2007) the oxford handbook of Human Resource. New York: Oxford University Press.

Coyle-Shapiro J, Hoque K, Kessler I, Pepper A, Richardson R & Walker L (2013). Human resource management. London: University of London

Doornenbal E, Stitselaar W & Jansen L (2012). Recruitment and Selection. Retrieved on October 18th, 2015 from

Edralin D (2004). Training: A Strategic HRM Function. Notes on Business Education Volume & No.4. Retrieved on October 18th, 2015 from

Koster M (2004). Human Resource Development: The Limitation of Systematic Training Cycle. GRIN Verlag.

Sandhya K & Pradeep K.D (2011). Employee retention by motivation. Retrieved on October 18th, 2015 from

Senyucel Z (2009). Managing Human Resource in the 21st . Retrieved on October 18th, 2015 from

United Nations Economic Commission for Europe (2013). Human Resources Management and Training. Retrieved on October 18th, 2015 from

Werner J & DeSimone R (2011). Human Resource Management. South Melbourne: Cengage Learning.

Wilson J.P (2005). Human Resource Development: Learning and Training For Individuals and Organizations. London: Kogan Page Publishers.

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