The Rider Hotel Management - Case Study Example

The Rider Hotel Management Student’s Name: Grade course: Tutor’s Name: Date: 1. Strategic planning, organisational structure and human resources function A. Service Level Agreement. General Information Purpose The purpose of this SLA is to establish a cooperative partnership between the Rider Hotel HR Department and its employees. This SLA will: Outline services to be offered and working assumptions between Rider Hotel management and its employees Measure and quantify service level expectations Outline the potential methods used to measure the quality of service provided Reinforce communication between Rider Hotel management and its employees Service Performance Mission The mission of Rider Hotel HR Department is to provide our employees with timely, efficient and quality services. We shall achieve this through technology utilisation, skills cultivation of our staff and enhancement of strong relationships with all the employees (Mabey, Skinner & Clark, 1998). Hours of Operations Regular operation hours are 8:00 am to 5:00 pm Monday to Friday, with the exemption of official holidays for the nation. Service Expectations These service expectations are supposed to check the service performance by the employees when offering the service to the clients of the rider hotel. Working Assumptions The HR department shall be able to offer the best of the services to all the employees as well as the Hotels customers at all times. It shall also be able to provide the organisation with all the necessary services through hiring of competent employees. Service Constraints Capability - Increases in amount of work due natural or man-made actions for instance increase in number of the customers may lead to decrease in service level delivery. Reliance – The level of the service offered to the customers as well as the employees highly relies on the number of the employees and their capabilities. Service Level Agreement Maintenance This contract shall be revised on a continuing basis and restructured as necessary. Adjustments may become essential because of the changing service requirements, amendments to present services, adding of amenities, important disparities from the agreed service intensities, or unexpected measures. Terms of Agreement This contract starts on November 1, 2015 through joint understanding that changes shall be essential over time. All and any adjustments shall be prepared in relation to the initial Contract. A proper assessment of this Contract as well as published amendments shall occur on a twice-a-year. Periodic Quality Reviews The HR department shall conduct constant evaluations of the employee performance against the agreed-upon expectations of the service delivery. The program for these assessments shall comprise, but not limited to: Delivery of service since the last review Key nonconformities from levels of service Conflicts or apprehensions about delivery of service Scheduled modifications to increase service efficiency Negotiation of modifications to the Contract . Issue Resolution If either HR department or the employees identifies a functional breach of obligation, or additional problem that necessitates resolution before the next scheduled review, both the HR department and the employees will involve in a combined effort of considerate and modification of the issue. In the occasion where this corrective effort fails, any of the party is free to raise the matter to the office of the CEO. The conclusions made by the office of the CEO will be final (Zigon, 2002). B. Advantages of outsourcing. Hiring of the right personnel: When a firm decides to outsource it is able to hire the right personnel regardless of the geographical location. This is mainly due to the fact that the firm may be requiring the services of a special skills or talent which may not be available within the firm or even within the local area but through outsourcing they are able to get that rare talent or skills (Zigon, 2002). Overhead reduction: The overhead costs of carrying out all of the HR functions in the firm are usually extremely high. For instance a firm may require a specialised team to market its products and services. This can be done by hiring a specialist but in case they outsource they are in a better position to hire the best talent which will require less daily monitoring because the outsource personnel is a specialist in the area. Regular reviews will be ok for the firm management hence it will be able to concentrate on the core activities of the firm (Sparrow, Brewster & Harris, 2004). Flexibility of staffs: When a firm outsources it is able to permit the operations that require seasonal or cyclic demands to get extra resources in form of employees whenever the firm requires them and be in a position to let them go whenever they are not needed or when the demand of the services has gone down (Swanson & Holton, 2001). Disadvantages Loss of focus: The out sourced team does not give the same degree of dedication to the task at hand like the like the way an in house team would under the constant supervision would of the management no matter how much dedicated the team is (Federman, 2009). Confidentiality loss: Whenever a firm outsource it shall have to pass some crucial information such as client information, login details, safety measures as well as critical details such as payroll, health records or any other critical information to the outsourced partner so as to allow them to be able to carry out their task in hand. Due to this there is a high risk of the data being stolen or committing of fraud even if the outsourced partner is thoroughly tested leading to damage of the firm’s image and loss of client confidence. Loss of workforce moral: When a firm decides to outsource it often lead to loss of the moral of the workforce even if the jobs of the employees are not going to be affected. The firm’s image is also affected in a negative manner mainly because the general public will look at it as chances that were supposed to be given to the local people that have been given to outsiders (Swanson & Holton, 2001). HR consultancy in Brisbane Watts next insourced HR consultancy firm Harrison human resources consultant Savvy human resource consultancy 2. HR Documentation or records and HR policy development A. Rider Hotel Employee Details Form First Name……………………………..…Last Name…………………………………… Commencing Date…………………………………Job Position……………………… Gender: (tick one) Male Female Date of Birth………………………………. Address………………..………………… City/Town of residence………………………. State/province…………..…………… Postcode…………………………... Home Phone no……………….……………… Mobile no…………………………………… Email Address………………………….. Employee tax compliance number: ……………………………………………. Social security number…………………………………………………………… Bank details Bank name………………………………………. branch…………………………. Account number…………………………………………………………………… Additional Information Are you an Australian citizen? Yes / No please tick where necessary. If no, a. Are you a permanent resident? Yes / No b. Do you have a Working Visa? Expiry date………………………… c. Any restrictions............................................................................. Next of Kin…………………………………………………………………………….. Relationship……………………………………………………………………………. Address…………………………………………… City………………………………. State………………………………………. Postcode………………………………… Home Phone…………………………………… Mobile……………………………. Occupation ………………………………………………………………. Employee’s Signature………………………………… Date…………………………….. HR Executive Signature…………………………………… Date…………………………. Official use only Employee Name…………………………………………………………………. Status: Pay rate: Full time Annual …………………………. Part time Monthly ………………………… Casual Hourly rate………………… First pay review date………………………………………………….. Rider Hotel Weekly Employee Time Sheet Employee name ………………………………………………………………. Supervisor name……………………………………………………………. Week no……………………………………………………………………….. Day of the week Regular hours Overtime Sick leave Vacation Holiday Unpaid leave Others Total hours Monday Tuesday Wednesday Thursday Friday Saturday Sunday Total hours Rate per hour Total pay Total hours reported………………………………….. Total pay………………………………………………………. Employee signature……………………………………………….. Date……………………………………… Supervisor signature………………………………………………. Date………………………………………. Bi Weekly Employee Time Sheet Employee name ………………………………………………………………. Supervisor name……………………………………………………………. Week no……………………………………………………………………….. Day of the week Regular hours Overtime Sick leave Vacation Holiday Unpaid leave Others Total hours Monday Tuesday Wednesday Thursday Friday Saturday Sunday Total hours Rate per hour Total pay Day of the week Regular hours Overtime Sick leave Vacation Holiday Unpaid leave Others Total hours Monday Tuesday Wednesday Thursday Friday Saturday Sunday Total hours Rate per hour Total pay Total hours reported………………………………….. Total pay………………………………………………………. Employee signature……………………………………………….. Date……………………………………… Supervisor signature………………………………………………. Date………………………………………. Rider Hotel Employee Agreement In accordance to the terms of this contract, Rider Hotel will employ (employee name) in the position (Job Title) from (commencing Date) to (Expiration Date). Duties and responsibilities Reporting lines The (Name) reports to (Name of the supervisor). Compensation Salary: The twelve-monthly salary of the (name) is …………………. for the first year. Increments in salary shall be discussed to take effect at the commencement of each renewal dated. Group insurance: The (name) is entitled for coverage under the Rider hotel Group Assurance plan under the life cover policy. The charge of group assurance will be shared; 50% shall be funded by the hotel while 50% will be taken from the employee’s salary. Retirement paybacks: The firm shall contribute on behalf of (name) to (Plan) equal to ___% of employee’s annual salary. Other benefits: Pay schedule: The (name) will be paid according to organization’s established pay schedule. Compensation of expenses The employee will be compensated for transport and other costs incurred while performing their responsibilities on behalf of Rider Hotel as long as they are approved in advance by the accountant (Joshi, 2013). Stipends Work hours/programme Yearly vacation Other vacation Yearly performance assessment Settlement of differences Dissolution of this contract Other requirements Cell Phone Usage Policy This document is states the Rider Hotel mobile phone usage policy which applies to all the employees. For the purpose of this policy a mobile phone refers to any handled electronic device which has the capability to send or receive text, voice or data communications without cable connection this includes but not limited to as cell phones, radio phones, digital wireless phones, pagers PDAs or RIM wireless devices. The firm have the rights to change or update these policies at any time (Sparrow, Brewster & Harris, 2004). Use mobile phones or similar devices Normal use at work: The employee should restrict themselves from excess use their mobile phones during working hours. Personal calls should be made during the breaks unless in case of emergency. The employees are supposed to leave their phones in their desks during meeting so as to ensure that the meeting is successful. The firm is not responsible for any loss or damage of mobile phones in the place of work. Unsafe work stations: The employees are advised not use their mobile phones while in the kitchen area, laundry areas or in the parking lot or garage areas due to the risk they pose to the machineries in those areas (Coronas & Olivia, 2006). Use of phone while driving: The employees are advised not to use their phones whether handsets or free hold sets while driving on hotel related business activities. Any loss or damage incurred the hotel shall not be held accountable. Personal us of the hotel owned phones. The employees are allowed to make use of the hotel phone at all times to make business related calls. They are also allowed to make personal or other business calls during the time of emergency or when it is absolutely necessary. Use of company supplied devices: The employees are free to use the devices provided by the firm such as tablets, laptops or the cameras to conduct business at all times without damaging them. They are however not allowed to store them in their homes without seeking permission from relevant authority (Armstrong, 2006). PROBATIONARY PERIOD The HR manager shall approve the offer of agreement with new staffs upon successful conclusion of a provisional period. The provisional period offers plenty time for staffs to become contented and proficient in the station and for both the new employee and supervisor to be able to cultivate a compact and trusting operational relationship. Probationary procedures include. Assessment during probationary period There shall be a probationary period of six months for any full time and part time job so as to ensure that the any complications that arise can be handled effectively and efficiently. Supervision and assessments The six months assessment shall be carried out by the supervisor and the HR manager. In case there is concern with the staff performance it shall be communicated and in if there delay or difficult in assessment, the period shall be extended by three months. Termination of probationary period Upon completion of the probationary period the staff shall be given a long term contract. If the probation period is prolonged further by nine months upon completion the employee shall still be awarded a long term contact (Mabey, Skinner & Clark, 1998). Response to the project The employee is free to give suggestions to the management during the probation period so as to modify the project or offer extra support to the employees. Termination of the agreement during the probation period The contract can be terminated during the probation period in accordance to the act of minimum notice and employment terms (Armstrong, 2006). References Armstrong, M., 2006, A Hand of Human Resource Management Practice, London: Cambridge University Press. Coronas, T. & Olivia M, 2006, E Human Management: Managing Knowledge People, London: Idea Group Publishing. Federman, B, 2009, Employee Engagement, New York: John Wiley and Sons. Joshi, M, 2013, Human Resource Management, New Delhi: Pearson Education. Mabey, C., Skinner, D. & Clark, T., 1998, Experiencing Human Resource Management, London: SAGE Publications. Swanson, R. & Holton, E., 2001, Foundations of Human Resource Development, San Francisco: Beret Koehler Publishers. Sparrow, P., Brewster, C. & Harris, H. 2004, Globalizing Human Resource Management, London: Routledge Publishers. Zigon, J., 2002, How to Measure Employee Performance, New York: Zigon Performance Group. Read More