Essays on Strategic Human Resource Management Concepts in relation to Chelmsford Hotel Case Study

Download full paperFile format: .doc, available for editing

The paper 'Strategic Human Resource Management Concepts in relation to Chelmsford Hotel" is a great example of a management case study. Human resource management is a concept that helps to improve the performance of an organization. An organization that has effective management of human skills is able to improve the productivity of the employees and this leads to improved organizational success. From the research that has been conducted, it has been determined that effective management of human skills is important in motivating the employees and also improve the relationship between the line managers and the employees (Boxal & Purcell 2011).

In this effect, strategic human resource management is concerned with developing and implementing HR policies that can help to meet the needs of the employees and the organisation. There are various forms of business. For instance, there is a family-owned business whereby the family members take charge of the business. However, there are issues regarding succession plans. The family business has its benefits and drawbacks. In this report, therefore, the researcher will discuss the concepts of human resource management in relation to the family business.

The report will also discuss the issues affecting the Chelmsford Hotel and the measures that can be taken to manage the strategic human resource management and also providing recommendations on how to improve the transition process at the hotel. Section A Benefits and drawbacks of a family-owned business The first benefit of a family-owned business is that it helps to improve the commitment of individuals to managing the business resources. The family members understand each other well and this means that they can get along well. This improves trust among the family members and commitment to ensuring that the organization succeeds (Boxal & Purcell 2011).

In this case, the Chelmsford Hotel was founded by family members who are Chad and Jeff. They had the same interests and understood each other well and this led to the success of the hotel. In addition, the organizational structure of a family-owned business is simple. This is because the family-owned business does not have complicated management instead the top management consists of the family members (Bratton & Gold 2012). For instance, in this case, the top management of Chelmsford Hotel comprises of the family members including Chad Mitchell, Jeff and Cindy Mitchell.

Below the top management, there is the general manager. This means that there is quick decision making. However, there are also drawbacks of a family-owned business. The first one is poor performance. This is because the top management who are the family members does not have formal training instead they have informal training from their forefathers. This affected the performance of Chelmsford Hotel because of firing family members through referrals who might not have the skills to run the business leading to poor performance (Bratton & Gold 2012).

In addition, there is also a lack of openness. The family members are concentrated on issues just within the organisation and fail to be open due to the lack of new skills in the organisation. This lowers the competitive advantage of the organisation. In order to manage the drawbacks, the management of Chelmsford Hotel should take the initiative to provide sponsorships to the family members so that they can study and be equipped with effective management skills (Bratton & Gold 2012).

For instance, Cindy Mitchell should undergo formal and informal training to acquire knowledge on how to manage human resources effectively. In addition, the drawback of lack of skills can be managed by taking advantage of the family members knowing each other well to work in teams. Working in teams can help to develop the skills of the employees and this will lead to improved organizational performance.

References

Armstrong, M. (2006). A Handbook of Human Resource Management Practice, 10th ed. London: KoganPage.

Beardwell, J & Claydon, T. (2010). Human Resource Management : A Contemporary Approach 6th ed. Harlow: Financial Times Prentice Hall.

Bloisi, W. (2007). An Introduction to Human Resource Management London: McGraw Hill.

Boxal, P & Purcell, J. (2011). Strategy and human resource management, Basingstoke.

Bratton, J & Gold, J. (2012). Human Resource Management-Theory and practice, Basingstoke, Polgrave Macmillan.

Connell, J & Teo, S. (2010). Strategy HRM: contemporary issues in the Asia Pacific region, Prahran: Tilde University press.

Dransfield, R. Howkins, S. Hudson, F & Davies, W. (1996). Human Resource Management for HigherAwards, Heinemann.

Foot, M & Hook, C. (2008). Introducing Human Resource Management 5th ed. Harlow: Financial Times Prentice Hall.

Stredwick, J. (2005). An Introduction to Human Resource Management 2nd ed. London: Elsevier.

Torrington, D, Hall, L, Taylor, S & Atkinson, C. (2009). Fundamentals of Human Resource Management , London: Kogan Page.

Download full paperFile format: .doc, available for editing
Contact Us