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Issues In Human Resource Management - Term Paper Example

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The current paper surveys the existing issues in HR management through theoretical studies and practical implementations and finds different ways to tackle them. Furthermore, managing and retaining human capital cost-effectively in the recession affected period will be discussed…
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Download file to see previous pages The industry faced major difficulties in generating revenue from the organization. Reduced tourists and increased costs have affected the revenue growth for the industry. This situation was experienced by Hilton Worldwide, one of the biggest hotel chains based in the United States (Scribd Inc., 2012). Hilton Worldwide employs more than 100,000 team members in 665 properties across different nations (Hilton Worldwide, 2012). Thus, the costs incurred in managing human capital is huge and has become a concerning factor for the hotel chain. Three key issues that have been identified, do not imply only for the Hilton Worldwide, but is applicable throughout the industry. The issues that have emerged due to the recent recession include the transition and resistance of the employees, training and development costs, and engagement and commitment towards an organization. Recession has discouraged companies to spend unnecessary costs for the top level managers, such as, official tours, business trips and corporate meetings that have indirectly affected the hospitality and tourism industry worldwide. The study surveys these issues through theoretical studies and practical implementations and finds different ways to tackle them. Furthermore, managing and retaining human capital cost effectively in the recession affected period will be discussed. HR Issue 1: Transition and Resistance Change is a common aspect for all organizations irrespective of countries of operation. The change can be in the processes, style of operating and implementing modern techniques among others that the leaders feel is essential for an organization. As identified by Helps (2001), being in transition is often uncomfortable, uncertain and inconsistent. She further states that organizations face obstructions at different points or remain stagnant for considerable periods at a stage. Moreover, she stated that psychological factors do emerge in the minds of the employees while undergoing personal change for the organization. Thus, it can be proposed that leaders should keep the psychological factors, such as depression, anger, disbelief and few more barriers that concern the employees going through the transitional phase. According to Elrod & Tippett (2002), change is constant that arises due to the variety in life and business events. They discuss the relationship between change and development models and recognize the link between the leader and organizational development. Furthermore, they use Lewin’s model of change, unfreezing-moving-refreezing the three stages of the change process. Lewin in his theory stated that in the unfreezing stage the organizations need to create an appropriate condition for the change to occur. At this stage, the resistance to change may be identical and initially can cause discomfort to even beneficial employees. The objective of this stage is to make employees move from the ‘frozen’ state to ‘change ready’ or unfrozen state. The second stage i.e. moving or transition stage is described as the journey of the transitional process that involves psychological barriers and confusions. Employees are concerned as the old processes are being replaced and simultaneously curious for knowing the new process. Good leadership and psychological support are essential in this stage.  ...Download file to see next pagesRead More
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