Lack of HRM Function

Lack of HRMFunction

The SJC lacks a HRM function tomanage the people issues facing the firm. Over the years, Lucy hasbeen using Twitter and LinkedIn for recruiting staff. A properrecruitment procedure should be carried out by a fully fledge HRMdepartment that advertises for positions to the right audiences,creates job description and assign roles to various positions. Thecurrent unprofessional and relaxed approach to recruiting andmanaging people has resulted into numerous problems for the firmincluding indiscipline and higher staff turnover. HRM functions withan organization are mandated with addressing the issue of high staffturnover by enacting measures that encourage staff to continueworking with the organization and attract new talent from the market.Holland et al.(2007) says that hospitality firms rely heavily on the people elementto deliver service but most employers overlook this. The HRM functionwithin a firm also ensures the safety and wellbeing of staff. Aproper way forward for the firm would entail implementation of theOccupation Health and Safety (OHS) requirements as stipulated by thelaw. These requirements provide a framework that firms can employ inensuring the safety of employees and stakeholders (Nick 2013).Failure to implement such policy predisposes stakeholders toaccidents and leaves the firm vulnerable to legal suits fromemployees and customers given that a capable HRM function wouldaddress such complaints appropriately. A fully functioning HRMdepartment should be in a position to clear such out issues bycreating a bonus policy that ensures equality and fairness andrewards are based on merit only (Boella &amp Goss-Turner, 2013). Theabsence of a HRM function to address indiscipline among lower levelemployees adds a management burden to the management staff.

References

Holland, P., Sheenan, C. &amp DeCieri, H. (2007). Attracting and retaining talent: exploring human

resources development trends inAustralia, HumanResource Development International,10(3) 247-262.

Nickson, D. (2013). Humanresource management for hospitality, tourism and events.London:

Routledge.

Boella, M. &amp Goss-Turner, S.(2013). Human resourcemanagement in the hospitality industry: a

guide to best practice9thed. London: Routlegde.