THE DOLMAN HOTEL Case Study Essay Example | Topics and Well Written Essays - 2500 words

THE DOLMAN HOTEL Case Study - Essay Example The Dolman is being operated by David Mannering whose expertise is in financial management. David might be very good in his field but managing an organisation such as a hotel is different. This is probably the reason why the policies at Dolman do not seem to be appropriate for their staff. Another factor that imposes a problem is having David's personal assistant look after personnel administration. In short, the organisation did not have a skilled HR manager to handle the hotel's human resources. This is the reason why a lot of employees at Dolman were having problems and issues. The organisation does not have clear policies on their human resources which affected the staff turnover and the service that the employees provide the customers. As a business advisor specialising in Human Resource Management, I have to find ways to resolve these issues in the company. I will look for alternatives that might be helpful in solving the organisation's problems and implement the appropriate policies in the areas of flexible working, internet recruitment, selecting and inducting people with the right skills, staff retention, and the involvement and participation of staff at The Dolman. Fluctuating demand and supply of labour may impose a problem in an organisation if they are not handled properly. Some employees might find it hard to balance their family life and work. Sometimes, this results to frequent staff turnover and loss of employees. However, there are still a lot of ways that can be done to manage this problem. One of them is flexible working. According to Hewitt (2007), "allowing people to work in a sensible way that allows them to balance earning a living with looking after their children is not only good for families and children, it is good for business too." There are different types of flexible working and some of them might be very useful for The Dolman. One type of flexible working is Part-time working where in the employee can work less than the standard working hours (BusinessLink). This can be useful in the organisation because it will allow their workers to spend more time with their private lives whenever it is needed. Through this, employees will be satisfied with their jobs and will perform in the workplace effectively. Flexi-time is also one of the most implemented flexible working in the U.K.(NHS 2005) where the employee is given the right to change their working time as long as it is outside the set core of hours set by the employer. It also allows employees to arrive early or finish late or the other way around (European foundation for the improvement of living and working conditions 2007). The Dolman can benefit to this because this HRP is capable of reducing absenteeism (Salix software ltd). With flexi-time, it is easier for the employees to accommodate their personal needs so they won't have to leave their job due to family matters and other personal things. The organisation can also benefit in terms of revenues because it can extend its opening hours which will allow them to cater to more customers. However, this will not be a burden to the company since employees are still required to be present during the core time or the peak hours of the business. Another HRP on flexible working that might be helpful on The Dolman is self-rostering where employees choose the shifts they would prefer. With this, the employee is able to give

Human resource management for public and nonprofit organizations Essay

Human resource management for public and nonprofit organizations - Essay Example The Fair Labor Standards Act of 1938 is a federal statute of the USA, which governs job compensation. Its main provisions deal with minimum wages, overtime pay, equal pay and child labor rules. It also requires employers to keep records of the hours the employees have worked. In addition, the Act divides employees into exempt and non-exempt workers. Title 29, Chapter V, Part 541 of the Code of Federal Regulations (1993) defines exempt employees as those who spend 80 percent of their work time performing administrative tasks as their primary responsibility, executive tasks (exercise discretionary decision-making, manage and regulate organization’s work), or professional duties that require outstanding or advanced skills or knowledge (272). State and local governments are not bound by federal minimum wage requirements. Nevertheless, they can require only the same or higher than the federal minimum wages. Though many people do agree with such a state of things, many oppose it. Opponents of comparable worth claim that pay disparities are a result of supply and demand trends, and that the value of labor should be calculated on a scale of socioeconomic value. On the contrary, the advocates of comparable worth believe that labor market rates are not entirely objective. In fact, the federal courts have not recognized comparable worth under the Equal Pay Act or the Civil Rights Act of 1964. Still, various legislative bodies have acted to remedy pay disparities across jobs of similar value to organizations (277 - 278). To sum up, the Director of HRM should know that compensation systems should be designed in such a way that they will attract, motivate, and retain proficient employees. There is a number of factors that defines salaries paid to the employees of public and nonprofit organizations. Market factors influence external equity, while job evaluation or job worth influences internal equity. Since the hiring criteria for public and