Hrm Case Study

Food is a basic need for everyone. Although many people prefer eating at home, many others will look for new places to dine in for a change. It is usually hard to find a table in famous restaurants unless you have a previous reservation. Famous restaurants owners enjoy a deluxe existence by having a better chance to meet important customers. The success of a restaurant depends on providing quality food and friendly atmosphere. Once customers like a certain restaurant they will usually revisit. Customers’ satisfaction is also an important element of success. Therefore, responding to customers’ needs could lead to outstanding results. Consequently, an efficient managerial approach could help a restaurant to provide both the high quality of food

The history of HRM had its beginnings in the early 1800s in England. In the pre industrial era, the apprentice worked and lived in close proximity with the master craftsman who looked after his needs. During the Industrial Revolution in the 18th century, manufacturing underwent a sea change when machines were used in large factories to manufacture goods. Later, in the 19th century, Frederick W. Taylor propounded the theory of scientific management that studied workflows scientifically to improve economic efficiency and significantly improve labor productivity. Taylor recommended that the combination of scientific management and industrial psychology of workers. Taylor proposed that workers should be managed not only for

High Availability – Redundant servers to support HA. Use HA to speed up restart process. Deployment pattern to reduce/eliminate planned outages from RBAC upgrades.

I am running an Indian restaurant. The position of my in the restaurant is as a manager. The name of my restaurant is Queen Restaurant. It is located at Hoppers Crossing VIC 3029There are 10 employees working in my restaurant. It is a big organization today I am going to explain you what we make and how we provide service to customer policy and procedures. Staff: - we have 1 shift manager, 1 head chef, sous chef, 1 chef garde - manager,

Strategy is defined as: a way of doing something, or a game plan or plan of action. As a HR manager you must possess the ability to look at things from a strategic approach (Anthony, Kacmar, & Perrewe', 2010). Over the years the whole approach to HR has changed drastically and continues to change. This approach requires an employer to see human beings as a resource to the organization. The development of people is now the most important asset of improving the performance of an organization; this is accomplished through improving designs and methods of Human Resource Management.

It has come to my attention that the staff at Boomer’s Country Kitchen needs to improve its customer service and revamp the training of current and future employees. To resolve this problem Boomer’s Country Kitchen executives and managers have reached out to professionals who can implement better training programs and hiring procedures. Included in the training will be an assembly on presentation value, table aesthetics, sensory perceptions, hygiene purity, and vehicle convenience, which will enhance Boomer’s Country Kitchens status as a casual dining restaurant (Lee, 2016). There is a statistically significant relationship between the service factors and the satisfaction of the customers (Lee, 2016). With the addition of those presentations

They understand that service quality is a critical success factor for their company to stay on top of their competitors. If service quality is given the attention needed guest satisfaction will improve. If, service quality and continuous quality improvement is no acknowledge studies show that customers feel unappreciated and usually result in unsatisfactory service. Usually, this negative experience goes viral in seconds. Therefore, LongHorn understands the importance of service quality and CQI. The company understands that mistakes happen and training is needed to refresh service quality into its employees.

Human resource management is part of the human resource approach, which is evidently geared to allow organizations to benefit in two significant ways: increasing in the organization’s effectiveness and satisfying all of the employee’s needs. Organizational goals and

Both McDonald 's and Hungry Jack 's use their staff to emphasise a "friendly" environment and to promote the: "service" element of the product. Staff adopts the ideal that "the customer is always right". People are ultimately part of the product; therefore they must perform to customer expectations. This is an approach that is constant throughout any service industry.

We live in a culture where we want everything fast and easy, and in recent years we have seen the fast and casual restaurant business increase. This fast and casual increase has not just been in the pizza market, but in Mexican, Chinese, burgers, etc. Fast-casual has become the new buzz word. Independent pizza chains have fared worse than the larger pizza chains with sales declining by 5%, but the larger pizza chains showing growth of almost 3.8%. A case study on competitive service quality improvement (CSQI) in the fast food industry was conducted and the results revealed aspects of service, rather than product, were key in differentiation in the saturated market This is not surprising since it becoming more and more difficult to differentiate product. The competitive advantage opportunity lies within the ability to personal and accommodate the customer's experience (Seok-hoon, Yong-pil, 2004). Changes in the next decade will center around increased technology for improving the customer experience along with providing fast and easy service. Pizza chains will focus on quick service while maintaining quality that includes fresh ingredients, and ramping up the delivery

Human Resource Management (HRM) is the terminology used to illustrate formal systems devised for the management of people within an organization. It is the method of managing an organization or company that is directly related to the employees of that particular organization. The success of a business often rely heavily on the performance of managing human resource. Maximizing the desires and benefits of an organization and helping a business grow by rewarding employees to help motivate and push them in their performance is one of the main aim of HRM. By doing this, it will have a positive impact on both the company and it’s entire organization.

In conclusion, it is evident that Human resources models, concepts and assumptions are of high value to the organisation’s success by valuing and managing is most valuable assets, the employees. If the concepts are wrongly used or

Human Resource Management is designing management systems to ensure that human talent is used effectively and efficiently to accomplish organizational goals (Mathis & Jackson, 2008). To that end, Human Resource

Guest (1987) and Storey (1992) in their definitions of soft and hard models of HRM view the key distinction as being whether the emphasis is placed on the human or the resource. Soft HRM is associated with the human relations movement, the utilization of individual talents, and McGregor's (1960) Theory Y perspective on individuals (developmental humanism). This has been equated with the concept of a 'high commitment work system' (Walton 1985b), 'which is aimed at eliciting a commitment so that behaviour is primarily self-regulated rather than controlled by sanctions and pressures external to the individual and relations within the organization are based on high levels of trust' (Wood 1996: 41). Soft HRM is also associated with the goals of flexibility and adaptability (which themselves are problematic concepts, as we shall see in more detail later), and implies that communication plays a central role in management (Storey and Sisson 1993).

The world is changing at a very intense rate compared to the 1980s. With the rapid involvement and changing world of technology, it is becoming intertwined with almost all aspects of our life. With personnel management changing into human resource management. Human resource management has two models of approaching their work and that is hard HRM and soft HRM. These two are widely used for many organizations that involve the Human Resource team to approach the practices. There is no perfect way to run an organization with these strategies. Hard HRM involves a company that is usually looking at its employers and seeing them as resources that are adding to the overall efficiency and maximization of the organization. Hard HRM looks at resources in the organization and try to run the company as cheaply and understandable by the top of the pyramid employees and the lesser are replaceable and less important. The ‘hard’ approach may be seen as having some kinship with the calculative approach associated historically with scientific management (Druker, White, Hegewisch & Mayne, 1996, p.406). On the other hand, Soft HRM looks at its employees as more than another thing to make them more money but rather as assets to what makes the community of the organization great and successful. Soft HRM wants to make sure that the employees are committed and enjoying the experience and occupation in the organization. Soft HRM places an emphasis on “human” (Gill, 1999, p.4). Soft HRM wants the