留学生人力资源作业-人力资源战略和运营规划。本文是一篇HRM作业范文，作者将探讨零售和酒店业与发展之间关系的理论和实践方面，以确定对这一主题的总体看法。作者将借鉴许多案例、研究和文献，以获得独立评估本主题所需的最佳知识。这篇留学生作业的作者将以乐购、希尔顿和假日酒店为例，以当今普通但非常成功的公司为例，调查该公司过去和当前的人力资源战略以及其战略决策背后的原因。通过这篇留学作业，作者探讨了人力资本管理、企业绩效、比较SHRM模型、战略评估、组织使命与目标之间的人力资源联系以及其他相关主题。
战略人力资源管理可以被定义为将人力资源与战略目标和目标联系起来，以提高企业绩效，发展有助于创新、灵活性和竞争优势的组织文化。在组织中，SHRM意味着通过人力资源活动（如招聘、选拔、培训和奖励人员），接受并参与人力资源职能部门作为战略合作伙伴制定和实施公司战略。
Introduction: 引言
I will explore the theoretical and practical sides of the relationship between the and development in the retail and hospitality industry, in order to determent an overall view of the subject. I will draw upon many cases, researches, and literatures to get the best possible knowledge that is necessary for an independent evaluation of this topic. I will take Tesco, Hilton and Holiday Inn as an example of today’s average but highly successful corporation and investigate the company’s past and current human resource strategies and the reasons behind their strategic decisions. Through the essay I look into the human capital management, business performance, model of comparative SHRM, strategy evaluation, HR links between missions and goals of the organizations and further related topics.
Strategic human resource management can be defined as the linking of human resources with strategic goals and objectives in order to improve business performance and develop organizational culture that foster innovation, flexibility and competitive advantage. In an organisation SHRM means accepting and involving the HR function as a strategic partner in the formulation and implementation of the company’s strategies through HR activities such as recruiting, selecting, training and rewarding personnel.
My first area of focus is on how to accurately staff, manage, and organize a business trough human resource function. First of all by recognizing the portfolio of the corporation at the, operational, managerial and strategic level. Than arrange the human resource department to reflect the, strategic, managerial and operational requirements of the organization. The most important structural variations of the corporation also stand on the corporation’s recruiting procedure. Position posting, succession forecasting and management development offer the HR department a chance to bring a measure of integration to the recruiting procedure and to have power over the internal movement of the corporation’s human resources. It is especially significant that staffing for all level of position and the domestic movement of employees be coordinated with the strategic concerns of the business. The portfolio of the business will make a significant input to the progress of a business’s recruiting strategy if it turn out to be the driving force in the staffing, promotion plans & programs development and selection. Management between the business’s recruiting ways and its strategic plans can improve the business’s ability to get used to environmental conditions. However the business is likely to recruit with folks who have the similar characteristics to those managers who are presently working within it. “Little conscious attention is paid to identifying the characteristics most congruent with different organizational configurations.” (Galbraith and Nathanson,1978).
我关注的第一个领域是如何通过人力资源职能准确地配置、管理和组织业务。首先，认识到公司在运营、管理和战略层面的投资组合。然后安排人力资源部门反映组织的战略、管理和运营要求。公司最重要的结构变化也取决于公司的招聘程序。职位发布、继任预测和管理发展为人力资源部提供了一个机会，使其能够在招聘程序中融入某种程度，并对公司人力资源的内部流动拥有控制权。特别重要的是，各级职位的人员配置和员工的国内流动应与企业的战略关切相协调。如果业务组合成为人员配置、晋升计划和项目开发和选择的驱动力，那么它将对企业招聘战略的进展产生重大影响。企业招聘方式和战略计划之间的管理可以提高企业适应环境条件的能力。然而，该公司可能会招募与目前在该公司工作的经理具有相似特征的人员。“很少有意识地注意识别最符合不同组织结构的特征。”
Many businesses including local shops in Edinburgh owned by the Asian community has face the challenge of developing greater confidence, solutions finding, initiative, and trouble solving capabilities among their employees which is a enormous problem as those convenient stores are the backbone of the economy (Dr Rita Welsh). Businesses need employees at every levels to be more resourceful, independent, creative and self sufficient. These behaviours allow employees to function at superior strategic level, which makes businesses more competitive and productive. People’s efforts generate greater results. It’s what every business attempt to accomplish. Although conventional skills training provides employees new methods and techniques, it will not build their belief, maturity or courage, which is necessary for the development of strategic and managerial capabilities so HR departments often do presentations and workshops regarding the above mentioned topics.
许多企业，包括亚洲社区拥有的爱丁堡当地商店，都面临着在员工中培养更大信心、寻找解决方案、主动性和解决问题能力的挑战，这是一个巨大的问题，因为这些便利店是经济的支柱。企业需要各级员工更加机智、独立、富有创造力和自给自足。这些行为使员工能够在更高的战略水平上发挥作用，从而提高企业的竞争力和生产力。人们的努力会产生更大的结果。这是每个企业都想实现的目标。尽管传统的技能培训为员工提供了新的方法和技巧，但它不会建立他们的信念、成熟度或勇气，而这是发展战略和管理能力所必需的，因此人力资源部门经常就上述主题进行演讲和研讨会。
As I said earlier companies try to train their staff to be more self-sufficient so less supervision would be required, in other terms empower them. Employee empowerment is a expression used to express the ways in which employees without managerial positions can make independent decisions without the need of confirmation from a boss/manager. These independent decisions can be large or small depending upon the level of power with which the organization wants to invest the member of staff. Personnel empowerment can start with training as I have mentioned above and converting a whole business into an empowerment model. On the other hand it may simply mean giving staff members the ability to make a few decisions on their own. When people feel they have option and allowed to make direct decisions, this does frequently show the way to a better feeling of self worth. In a representation where power is directly attached to sense of self, having some power is a priceless thing. A staff member who does not feel continuously criticized and watched is more likely to consider their workplace as a positive environment, rather than a negative one.
正如我早些时候所说的，公司试图培训员工，使其更加自给自足，因此需要更少的监督，换句话说，赋予他们权力。员工赋权是一种表达方式，用于表达没有管理职位的员工可以在不需要老板/经理确认的情况下做出独立决策的方式。这些独立的决定可以是大的，也可以是小的，这取决于组织希望向员工投资的权力水平。人事授权可以从我前面提到的培训开始，并将整个业务转化为授权模式。另一方面，这可能仅仅意味着让工作人员能够自己做出一些决定。当人们觉得自己有选择权并被允许做出直接决定时，这往往会让人们更好地感受到自我价值。在一种权力直接依附于自我感觉的表象中，拥有某种权力是无价的。如果员工没有持续受到批评和关注，他们更可能将工作场所视为积极的环境，而不是消极的环境。
The behavioural research, carried out by a group at Massachusetts General Hospital and Harvard University, recognizes the aspects that most possible to affect 21st century staff well being, productivity and commitment. They established that loyalty is mainly influenced by one’s sense of purpose, general trust in the business and feeling of individual impact.
这项由马萨诸塞州总医院和哈佛大学的一个小组进行的行为研究，认识到最可能影响21世纪员工福祉、生产力和承诺的方面。他们认为，忠诚主要受目标感、对企业的普遍信任和个人影响力的影响。
Productivity is largely affected by the quality of human relationships including cooperative, social group moods and interaction. The results of the research lead me to conclude that workplaces that provide positive environments that foster interpersonal trust and quality personal relationships create the most committed and productive employees.
生产力在很大程度上受到人际关系质量的影响，包括合作、社会群体情绪和互动。研究结果使我得出结论，提供积极环境以培养人际信任和高质量人际关系的工作场所会创造出最忠诚、最高效的员工。
Productivity is mostly affected by the quality of human relationships including cooperative, social group moods and interaction. The results of the research lead me to conclude that workplaces that offer positive environments that encourage interpersonal trust and quality personal relationships generate the most loyal and productive employees.
生产力主要受人际关系质量的影响，包括合作、社会群体情绪和互动。研究结果使我得出结论，工作场所提供了鼓励人际信任和优质人际关系的积极环境，从而产生了最忠诚、最高效的员工。
So if an employee who does not feel constantly watched and criticized is more likely to consider his or her workplace as a positive environment therefore he/she feel more committed to the organization which would increase their productivity so in conclusion cut cost for the organization.
因此，如果一名员工没有经常受到关注和批评，那么他/她更有可能将自己的工作场所视为一个积极的环境，因此他/她对组织更加投入，这将提高他们的生产力，从而最终降低组织的成本。
Last year I have worked as a part timer for a very well respected five star hotel called Hilton Caledonian. From week one they required me to work 75 hours even so I had a contract for 25 hours per week. I could not do anything about it as it was very clear if I do not like my schedule I am free to find another job. By the end of the 3rd month when my training finished I had enough so I have left the Hilton group for their leak of flexibility. Flexibility is essential for both the employer and the employee; flexibility of employee skills, employee behaviours, and HR practices represent critical sub dimensions of HR flexibility and are related to superior firm performance. Results based on perceptual measures of HR flexibility and accounting measures of firm performance support this prediction. Whereas skill, behaviour, and HR practice flexibility are significantly associated with an index of firm financial performance, many experts find that the only skill flexibility contributes to cost-efficiency. Hilton has recruited me because they were looking for people who “go the extra mile”, people who are flexible but they never gave anything return therefore I left however as my worth has increased as the result of the trainings they gave me they lost money.
去年，我在一家非常受人尊敬的五星级酒店Hilton Caledonian做兼职。从第一周开始，他们要求我工作75小时，即使我有一份每周工作25小时的合同。我对此无能为力，因为很明显，如果我不喜欢我的时间表，我可以自由地找到另一份工作。到第三个月底，当我的训练结束时，我已经受够了，所以我离开了希尔顿集团，因为他们缺乏灵活性。灵活性对雇主和雇员都至关重要；员工技能、员工行为和人力资源实践的灵活性是人力资源灵活性的关键子维度，与卓越的公司绩效相关。基于人力资源灵活性感知测度和企业绩效会计测度的结果支持这一预测。尽管技能、行为和人力资源实践灵活性与企业财务绩效指数显著相关，但许多专家发现，唯一的技能灵活性有助于提高成本效率。希尔顿之所以招募我，是因为他们在寻找那些“走得更远”的人，那些灵活但从不回报的人，所以我离开了，因为他们给我的培训使我的价值增加了，他们赔钱了。
A number of writers have argued that strategic HRM and human capital management (HCM) are one and the same thing, and indeed the concept of strategic HRM matches that of the broader definition of HCM quite well as the following definition of the main features of strategic HRM by Dyer and Holder shows that strategies involve decisions about key goals, major policies and the allocation of resources they tend to be formulated at the top. Strategies are business-driven and focus on organisational effectiveness; thus in this perspective people are viewed primarily as resources to be managed toward the achievement of strategic business goals. Strategies by their very nature provide unifying frameworks which are at once broad, contingency-based and integrative. They incorporate a full complement of HR goals and activities designed specifically to fit extant environments and to be mutually reinforcing or synergistic. This argument has been based on the fact that both HRM in its proper sense and HCM rest on the assumption that people are treated as assets rather than costs and both focus on the importance of adopting an integrated and strategic approach to managing people which is the concern of all the stakeholders in an organization not just the people management function. However, the concept of human capital management complements and strengthens the concept of strategic HRM rather than replaces it. Hence both HCM and HRM can be regarded as vital components in the process of people management and both form the basis for achieving human capital advantage through a resource-based strategy.
许多作者认为，战略人力资源管理和人力资本管理是一回事，事实上，战略人力人力资源管理的概念与HCM的更广泛定义非常吻合，Dyer和Holder对战略人力资源的主要特征的以下定义表明，战略涉及关键目标的决策，主要政策和资源分配往往由高层制定。战略是业务驱动的，注重组织效率；因此，从这个角度来看，人们主要被视为为实现战略业务目标而管理的资源。战略本身就提供了统一的框架，这些框架既广泛又基于突发事件，而且是综合性的。它们包含了一整套人力资源目标和活动，专门为适应现有环境而设计，并相互促进或协同作用。这一论点基于这样一个事实，即人力资源管理和人力资本管理都是基于这样一种假设，即人被视为资产而非成本，两者都关注采用综合和战略方法来管理人的重要性，这是组织中所有利益相关者的关注点，而不仅仅是人的管理职能。然而，人力资本管理的概念补充和加强了战略人力资源管理的概念，而不是取代它。因此，人力资本管理和人力资源管理都可以被视为人力资源管理过程中的重要组成部分，它们都是通过资源型战略实现人力资本优势的基础。
Business or corporate strategy for service firms in sectors such as hospitality, tourism retail etc. has to comprehend a range of varying stakeholders” interests and conciliate these within a strategy framework acceptable to them all. SHRM has had a part to play in the consolidation of staff within the pattern ascertained by the most cogent internal stakeholders – senior managers. SHRM is thus part of the wider reticulation of corporate administration and business strategy. The drive to fulfill external stakeholders and the people intensive nature of service sector environments leads to a stress on people management both operationally and strategically. Customer service and related concepts of superior companies have led hospitality and retail businesses to a more conceptual discernment of people management. In the long term if this remains to be seen whether the strategic management of human resources has been more regulated by soft HRM (focusing on the management of culture, employee attitudes, empowerment) and hard HRM (focusing on measurable outcomes) (Megginson 1999). Mayfair London lies at the heart of British Tourism Hospitality Industry and Bass group is a leading hospitality chain Johnson (1999) observes that senior managers at Holiday inns undertook a training project that encompassed spending short periods at operative levels. This exercise led to an actualization that if front-line staff were not given authority and autonomy to resolve non-routine problems as they arose, their customers” opinion of quality and service would be badly impaired. It is important to recognize the linking together of senior executives, front line staff, empowerment of staff to take responsibility for customer care satisfaction and quality management issues. All these point to the central them in SRHM. The organization then commenced training initiatives to equip workers to take additional responsibility for quality and problem-solving as well as enforcing fresh recruitment strategies, such as “auditions” for food and beverage staff to distinguish candidates with the “right attitudes”. The “right attitudes” hints that management is looking for staff with culturally specified social skills-eg “attribute” that are often arduous to appraise. These soft” or “tacit” skills, abilities to execute intricate relationship roles and functions while at the same time, execute technical (or “hard”) tasks. The distinction between tacit soft skill and explicit technical hard task oriented- skills lies at the heart of our discussion of SHRM. Managers also recognized that the effectiveness of the new strategies would reckon on a genuine dedication to the interests and welfare of employees. The hotel gained Investors in People recognition” in 1995. This is an excellent example to show how everything in linked together. I have talked about empowerment, flexibility, commitment, training, customer service and many more as this example states every single area of human resource management is effecting the entire business progress just as much as one area effects the other one.
酒店、旅游零售等行业服务公司的商业或企业战略必须理解一系列不同的利益相关者的利益，并在他们都能接受的战略框架内协调这些利益相关者。SHRM在按照最有说服力的内部利益相关者确定的模式整合员工方面发挥了作用。因此，SHRM是更广泛的企业管理和商业战略网络的一部分。满足外部利益相关者的需求以及服务部门环境的人员密集性导致了在运营和战略上对人员管理的压力。卓越公司的客户服务和相关概念使酒店业和零售业对人员管理有了更深刻的认识。从长远来看，人力资源的战略管理是否受到了软性人力资源管理（侧重于文化管理、员工态度、赋权）和硬性人力资源（侧重于可衡量的结果）的更多监管，这一点仍有待观察。Mayfair London位于英国旅游酒店业的中心，Bass集团是一家领先的酒店连锁企业。Johnson观察到，假日酒店的高级管理人员开展了一项培训项目，该项目包括在运营层面上短暂的时间。这项工作使人们认识到，如果一线员工在出现非常规问题时得不到解决问题的权力和自主权，他们的客户对质量和服务的看法就会受到严重损害。重要的是要认识到高级管理人员、一线员工之间的联系，授权员工对客户关怀满意度和质量管理问题负责。所有这些都指向SRHM中的中心。该组织随后开始了培训举措，以使员工能够承担更多的质量和解决问题的责任，并实施新的招聘策略，例如对食品和饮料员工进行“试镜”，以区分具有“正确态度”的应聘者。“正确的态度”暗示管理层正在寻找具有文化特定社会技能的员工，例如“属性”，这些技能通常难以评估。这些软性或“隐性”技能，在执行复杂关系角色和功能的同时，执行技术任务的能力。隐性软技能和显性技术硬任务导向技能之间的区别是我们讨论SHRM的核心。经理们还认识到，新战略的有效性取决于对员工利益和福利的真正投入。这家酒店在1995年获得了“投资者对人们的认可”。这是一个很好的例子，说明了一切是如何联系在一起的。我已经谈到了授权、灵活性、承诺、培训、客户服务等等，因为这个例子表明，人力资源管理的每一个领域都在影响整个业务进展，就像一个领域影响另一个领域一样。
Conclusion: 结论
It is useful for all organisations to management their people within a planned and coherent framework which reflect the business strategy. They can ensure that the various aspects of people management are mutually reinforcing in developing the performance and behaviours necessary to achieve business success. There is not a single HRM strategy that will deliver success in all situations. Organisations need to define a strategy which is unique to their own situation in terms of context, goals, and the demands of organisational stakeholders.
作业总结对于所有组织来说，在一个反映业务战略的有计划和连贯的框架内管理其人员是非常有用的。他们可以确保人员管理的各个方面在发展实现业务成功所需的绩效和行为方面相辅相成。没有一个单一的人力资源管理战略能够在所有情况下取得成功。组织需要在环境、目标和组织利益相关者的需求方面定义一种独特于自身情况的战略。本站提供各国各专业留学作业代写或指导服务，如有需要可咨询本平台。