Human Resource Management: Blame Games

The three ineffective HR practices that Beachside Hotel uses are as follows-

• Not providing the employees with appropriate trainings
• No written policies are there which can guide the employee’s performance
• There is lack of communications among the departments and thus, the employees are mainly involved in blame games.

Therefore, lack of training of the employees can make them unhappy, as they will not be able to understand their job that can guide them to repetitive errors and injuries as well. It can further affect the productivity of the hotel, create an unsafe work environment, enlarge expenses and lastly, lose customers. However, without written policies the employees will not get a clear understanding that what their roles are in this organization, which behavior is acceptable within the organization, what can be the punishment for breaching o rules. Lastly, communication among all the departments is very important for a successful business because it builds trust within the company; if the communication within the departments is not proper then the customers are the one who suffers the most. Moreover, it is the lack of communication that gave rise to conflicts among the employees of Beachside hotel for which they were found blaming each other (McDermott et al., 2013). 

The practices at the beachside hotel that could have caused a staff member to lodge a complaint against the hotel or the staff are-

• Pay cheques coming late to the employees
• Promoting Mary who was not at all fir for a promotion

Apart from job satisfaction or any specific purpose that can guide the employee’s motivations, salary also plays an essential role, which motivates any employee to perform. Thus, in a way the performance gets hamper because they employees are demotivated and unsatisfied with their job conditions (Al-Zoubi, 2012). However, another reason can be the wrongful promotion of Mary who was very much undesirable. This type of an act in the hotel can highly make the other more deserving candidates feel doubtful again the administration of the hotel. Brian in according to solve the grievances must at first set up a system where the employees can come and give feedbacks then he needs to categories them then lastly, acknowledge the complaints and reviewing the result. Therefore, Brian needs to be fast in fixing the main cause of the problem and then communicating appropriately those decisions to the anxious parties. Moreover, what he can do is to have a post implementation feedback that will be very useful for future references in making the policies. 

The steps in recruitment and selection procedures that could be implemented in the beachside hotel so that the staff retention rates are increased at the hotel are as follow-

• Hiring known people- those candidates must be hired who will have the same sensibility like the organization.
• Proper training- Employees those who are recruited must be given appropriate training so that they can learn new skills, make greater contributions to the company, have a high self-esteem and make them feel that they are valued by the company
• Interviewing- this can very clearly state that the candidate is at all eligible to work for the company. This can however, let the interviewer know well about the relevant information that is needed for retention.
• Recruiting the passionate candidates- the company always must try to recruit those candidates who have the passion and interest to work with this company. People who are already interested to work with this organization will stay for long, because they have always longed to work in this organization (Armstrong & Taylor, 2014).

The owner promoted Mary who was unable to serve the guests in the front desk after she had many altercations with their customers in the front desk. According to the owner he took this very step so as to stop this misbehavior of Mary with any of the future guests and thus, she became the Human resource practitioner. Therefore, the processes used by beachside hotel have both advantages and disadvantages. The advantage is that they have successfully enhanced Mary’s self-confidence because of this promotion and has saved company’s money on the hiring and compensation costs.

Now the disadvantages are much more than what the advantages are. To be a HR practitioner the basic qualities that are needed are almost absent in her like problem solving, customer service or understanding the perspective of the client. These features are very much essential for a HR practitioner (Bratton & Gold, 2012). However, for Mary these are somewhat missing or else she would not have ended up quarreling with the valuable customers. Moreover, she is also unable to perform her current role, which is another disadvantage. HR practitioners have to take up many charges at a time but Mary is concentrating too much on hiring processes and neglecting other crucial aspect of her new role like training the employees, providing them written policies, communicating with all the departments and keeping everyone updated and lastly, making a team work for company’s goal and reduction of conflicts. Thus, lack of managing her role is another disadvantage that occurred because of the failed process used by the beachside hotel.

The Human resource initiatives that Sunrise Hotel can incorporate so that it can help their overall performance of the organization are as follows-

• Self-learning hours every week-, this will help the organization to conserve the dynamism and the craving for growth of the new recruited candidates so that it can translate substantial efficiency in their job. This can be done accurately when they are allowed to learn and gain knowledge main new things in which they always had interests but were unable to do due to lack of time as well as opportunity. This will not only make the employees feel satisfied but also making them face challenges.
• Regular icebreaker meetings- this will help motivating the employees to interact among the various teams and among the colleagues expressing their concerns as well as issues in an informal manner.

References

Al-Zoubi, M. T. (2012). The shape of the relationship between salary and job satisfaction: A field study. Far East Journal of Psychology and Business, 7(1), 1-12.

Armstrong, M., & Taylor, S. (2014). Armstrong's handbook of human resource management practice. Kogan Page Publishers.

Beardwell, J., & Thompson, A. (2014). Human resource management: a contemporary approach. Pearson Education.

Bratton, J., & Gold, J. (2012). Human resource management: theory and practice. Palgrave Macmillan.

Jiang, K., Lepak, D. P., Hu, J., & Baer, J. C. (2012). How does human resource management influence organizational outcomes? A meta-analytic investigation of mediating mechanisms. Academy of management Journal, 55(6), 1264-1294.

McDermott, A. M., Conway, E., Rousseau, D. M., & Flood, P. C. (2013). Promoting effective psychological contracts through leadership: The missing link between HR strategy and performance. Human Resource Management, 52(2), 289-310.