Tourism management 2010-2012

Human resource

Shandrani Hotel:
Long ago Le shandrani Hotel was known as Le Chaland at that time small bungalow could be
found at Le Chaland and in 1991 when it was renovate it became Le Shandrani. In 1991 when it
was renovate the hotel consisted with only 179 rooms, in 2001 it was once again renovated 148
rooms were built and finally in 2003, 110 rooms was named superior rooms.

Set on a peaceful and unspoilt south eastern coast, shandrani is the first fully-inclusive 5-star
resort in Mauritius. Located on a private peninsula, the hotel features spacious sea-facing rooms
and three separate beaches, each with a different atmosphere.

Le Shandrani Hotel forms part of the Beachcomber groups and the other hotel that are in the
beachcomber are:

1. Le Cannonier (5 star hotel)

2. Le Victoria ( 4 star)
3. The Royal Palm ( 6 star)
4. Le Mauricia( 4 star)
5. Dinarobin (5 star)
6. Le Paradis (5 star+)
7. Saint Anne found in Seychelles ( 5 star+)
8. Trou aux Biches (5 star)

The Shandrani Values

 Intergrity
 Proactivity
 Honesty
 Respect

Serenity Plus
What is the serenity plus? The serenity plus is the name the have been given to the package that
the hotel sell to the clients. It is the fully inclusive package that is called the serenity plus. Things
that are included in the package are

I. Sumptuous buffets and a la carte dining in the hotel’s 4 restaurants

II. Beach and pool service
III. Mini bar and room service
IV. Unlimited diving for certified divers
V. Unlimited water skiing
VI. One 45 minute decléor massage per adult stay
VII. Mini cluc for children aged 3 to 12
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Human resource

The human resource department of the shandrani

The human resource of the shandrani consist of 6 persons. The human resource manager his 2
assistant and 3 secretary.

The human resource structure

human
resource
manager

assistant assistant

secretary secretary secretary

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Human resource

Human resource
(HRM) is the strategic and coherent approach to the management of an organization's most
valued assets - the people working there who individually and collectively contribute to the
achievement of the objectives of the business. The terms "human resource management" and
"human resources" (HR) have largely replaced the term "personnel management" as a
description of the processes involved in managing people in organizations. In simple words,
HRM means employing people, developing their capacities, utilizing, maintaining and
compensating their services in tune with the job and organizational requirement.
Its features include:

 Organizational management
 Personnel administration
 Manpower management
 Industrial management
But these traditional expressions are becoming less common for the theoretical discipline.
Sometimes even employee and industrial relations are confusingly listed as synonyms, although
these normally refer to the relationship between management and workers and the behavior of
workers in companies.
The theoretical discipline is based primarily on the assumption that employees are individuals
with varying goals and needs, and as such should not be thought of as basic business resources,
such as trucks and filing cabinets. The field takes a positive view of workers, assuming that
virtually all wish to contribute to the enterprise productively, and that the main obstacles to their
endeavors are lack of knowledge, insufficient training, and failures of process.
Human Resource Management(HRM) is seen by practitioners in the field as a more innovative
view of workplace management than the traditional approach. Its techniques force the managers
of an enterprise to express their goals with specificity so that they can be understood and
undertaken by the workforce, and to provide the resources needed for them to successfully
accomplish their assignments. As such, HRM techniques, when properly practiced, are
expressive of the goals and operating practices of the enterprise overall. HRM is also seen by
many to have a key role in risk reduction within organisations.
Synonyms such as personnel management are often used in a more restricted sense to describe
activities that are necessary in the recruiting of a workforce, providing its members with payroll
and benefits, and administrating their work-life needs. So if we move to actual definitions,
Torrington and Hall (1987) define personnel management as being:
“a series of activities which: first enable working people and their employing organisations to
agree about the objectives and nature of their working relationship and, secondly, ensures that
the agreement is fulfilled" (p. 49).
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Human resource

While Miller (1987) suggests that HRM relates to:

".......those decisions and actions which concern the management of employees at all levels in the
business and which are related to the implementation of strategies directed towards creating and
sustaining competitive advantage").

Academical Theories
Research in the area of HRM has much to contribute to the organisational practice of HRM. For
the last 20 years, empirical work has paid particular attention to the link between the practice of
HRM and organisational performance, evident in improved employee commitment, lower levels
of absenteeism and turnover, higher levels of skills and therefore higher productivity, enhanced
quality and efficiency . This area of work is sometimes referred to as 'Strategic HRM' or SHRM .
Within SHRM three strands of work can be observed: Best practice, Best Fit and the Resource
Based View (RBV).
The notion of best practice - sometimes called 'high commitment' HRM - proposes that the
adoption of certain best practices in HRM will result in better organisational performance.
Perhaps the most popular work in this area is that of Pfeffer who argued that there were seven
best practices for achieving competitive advantage through people and 'building profits by
putting people first'. These practices included: providing employment security, selective hiring,
extensive training, sharing information, self-managed teams, high pay based on company
performance and the reduction of status differentials. However, there is a huge number of studies
which provide evidence of best practices, usually implemented in coherent bundles, and
therefore it is difficult to draw generalised conclusions about which is the 'best' way (For a
comparison of different sets of best practices see Becker and Gerhart, 1996
Best fit, or the contingency approach to HRM, argues that HRM improves performance where
there is a close vertical fit between the HRM practices and the company's strategy. This link
ensures close coherence between the HR people processes and policies and the external market
or business strategy. There are a range of theories about the nature of this vertical integration.
For example, a set of 'lifecycle' models argue that HR policies and practices can be mapped onto
the stage of an organisation's development or lifecycle. Competitive advantage models take
Porter's (1985) ideas about strategic choice and map a range of HR practices onto the
organisation's choice of competitive strategy. Finally 'configurational models' provide a more
sophisticated approach which advocates a close examination of the organisation's strategy in
order to determine the appropriate HR policies and practices. However, this approach assumes
that the strategy of the organisation can be identified - many organisations exist in a state of flux
and development.
The Resource Based View (RBV), argued by some to be at the foundation of modern HRM [13],
focusses on the internal resources of the organisation and how they contribute to competitive
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advantage. The uniqueness of these resources is preferred to homogeneity and HRM has a
central role in developing human resources that are valuable, rare, difficult to copy or substitute
and that are effectively organised.
Overall, the theory of HRM argues that the goal of human resource management is to help an
organization to meet strategic goals by attracting, and maintaining employees and also to manage
them effectively. The key word here perhaps is "fit", i.e. a HRM approach seeks to ensure a fit
between the management of an organisation's employees, and the overall strategic direction of
the company (Miller, 1989).
The basic premise of the academic theory of HRM is that humans are not machines, therefore we
need to have an interdisciplinary examination of people in the workplace. Fields such
as psychology,industrial relations, industrial engineering, sociology, economics, and critical
theories: postmodernism, post-structuralism play a major role. Many colleges and universities
offer bachelor and master degrees in Human Resources Management or in Human Resources and
Industrial Relations.
One widely used scheme to describe the role of HRM, developed by Dave Ulrich, defines 4
fields for the HRM function:[14]

 Strategic business partner

 Employee champion
 Administration

Business Practice
Human resources management involves several processes. Together they are supposed to achieve
the above mentioned goal. These processes can be performed in an HR department, but some
tasks can also be outsourced or performed by line-managers or other departments. When
effectively integrated they provide significant economic benefit to the company.[15]

 Workforce planning
 Recruitment (sometimes separated into attraction and selection)
 Induction, Orientation and Onboarding
 Skills management
 Training and development
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 Personnel administration
 Compensation in wage or salary
 Time management
 Travel management (sometimes assigned to accounting rather than HRM)
 Payroll (sometimes assigned to accounting rather than HRM)
 Employee benefits administration
 Personnel cost planning
 Performance appraisal
 Labor relations

HRM strategy
An HRM strategy pertains to the means as to how to implement the specific functions of HRM.
An organization's HR function may possess recruitment and selection policies, disciplinary
procedures, reward/recognition policies, an HR plan, or learning and development policies,
however all of these functional areas of HRM need to be aligned and correlated, in order to
correspond with the overall business strategy. An HRM strategy thus is an overall plan,
concerning the implementation of specific HRM functional areas.
An HRM strategy typically consists of the following factors:-

 "Best fit" and "best practice" - meaning that there is correlation between the HRM
strategy and the overall corporate strategy. As HRM as a field seeks to manage human
resources in order to achieve properly organizational goals, an organization's HRM strategy
seeks to accomplish such management by applying a firm's personnel needs with the
goals/objectives of the organisation. As an example, a firm selling cars could have a
corporate strategy of increasing car sales by 10% over a five year period. Accordingly, the
HRM strategy would seek to facilitate how exactly to manage personnel in order to achieve
the 10% figure. Specific HRM functions, such as recruitment and selection,
reward/recognition, an HR plan, or learning and development policies, would be tailored to
achieve the corporate objectives.

 Close co-operation (at least in theory) between HR and the top/senior management, in the
development of the corporate strategy. Theoretically, a senior HR representative should be
present when an organization's corporate objectives are devised. This is so, since it is a firm's
personnel who actually construct a good, or provide a service. The personnel's proper
management is vital in the firm being successful, or even existing as a going concern. Thus,
HR can be seen as one of the critical departments within the functional area of an
organization.

 Continual monitoring of the strategy, via employee feedback, surveys, etc.

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The implementation of an HR strategy is not always required, and may depend on a number of
factors, namely the size of the firm, the organizational culture within the firm or the industry that
the firm operates in and also the people in the firm.
An HRM strategy can be divided, in general, into two facets - the people strategy and the HR
functional strategy. The people strategy pertains to the point listed in the first paragraph, namely
the careful correlation of HRM policies/actions to attain the goals laid down in the corporate
strategy. The HR functional strategy relates to the policies employed within the HR functional
area itself, regarding the management of persons internal to it, to ensure its own departmental
goals are met.

Importance Of Organizing
In management, organizing is very important to a manager. It is because managers are
responsible for arranging work to accomplish the organization project. Organizing is defined as
the process of create an organization structure. This function includes determine what tasks are
to be done, who is to do them, or how the tasks are to be made.

Why organizing is important to managers when they manage an organization project? It is

because organizing cans specialization to an organization. It means that it can help organization
to create specialization in their works. This can look a manager skill when they organize in an
organization. Managers must specialize to doing something to look like expert. It is because they
need to be organizing properly in their works and the jabs must be divided. For example, if every
organization is specialization in their department, it will look more professional and expert or it
can earn more different benefit.

Organizing is important to well defined job. Everyone must clear with what they need to do and
job description. It is because it can avoid conflict and do the project effectively. It will make
their understanding what are responsibilities and take what action to do it. For example, an
organization must putting right person on job with correct tools and equipment to make
organization run smoothly. Every employee should to their job that are given when their run a
project.

Besides that, organizing is important to make clanfies authority. It means that every employee
must know who should they want to listen or who is above and below in department. It is
because it can make their position clearly and avoid conflict. Then, everyone should principle of
one boss at a time. If not, they will undermine authority. For example, manager and superior.
The manager is more power than superior. So, superior cannot over authority than manager. If
not, the positions will same with manager. Then,...
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Specialization - Organizational structure is a network of relationships in which the work is

divided into units and departments. This division of work is helping in bringing specialization in
various activities of concern.

1. Well defined jobs - Organizational structure helps in putting right men on right job
which can be done by selecting people for various departments according to their
qualifications, skill and experience. This is helping in defining the jobs properly which
clarifies the role of every person.
2. Clarifies authority - Organizational structure helps in clarifying the role positions to
every manager (status quo). This can be done by clarifying the powers to every manager
and the way he has to exercise those powers should be clarified so that misuse of powers
do not take place. Well defined jobs and responsibilities attached helps in bringing
efficiency into managers working. This helps in increasing productivity.
3. Co-ordination - Organization is a means of creating co- ordination among different
departments of the enterprise. It creates clear cut relationships among positions and
ensure mutual co- operation among individuals. Harmony of work is brought by higher
level managers exercising their authority over interconnected activities of lower level
manager.

Authority responsibility relationships can be fruitful only when there is a formal

relationship between the two. For smooth running of an organization, the co- ordination
between authority- responsibility is very important. There should be co- ordination
between different relationships. Clarity should be made for having an ultimate
responsibility attached to every authority. There is a saying, “Authority without
responsibility leads to ineffective behaviour and responsibility without authority makes
person ineffective.” Therefore, co- ordination of authority- responsibility is very
important.

4. Effective administration – The organization structure is helpful in defining the jobs

positions. The roles to be performed by different managers are clarified. Specialization is
achieved through division of work. This all leads to efficient and effective administration.
5. Growth and diversification - A company’s growth is totally dependant on how
efficiently and smoothly a concern works. Efficiency can be brought about by clarifying
the role positions to the managers, co-ordination between authority and responsibility and
concentrating on specialization. In addition to this, a company can diversify if its
potential grow. This is possible only when the organization structure is well- defined.
This is possible through a set of formal structure.
6. Sense of security - Organizational structure clarifies the job positions. The roles assigned
to every manager is clear. Co- ordination is possible. Therefore, clarity of powers helps
automatically in increasing mental satisfaction and thereby a sense of security in a
concern. This is very important for job- satisfaction.
7. Scope for new changes - Where the roles and activities to be performed are clear and
every person gets independence in his working, this provides enough space to a manager
to develop his talents and flourish his knowledge. A manager gets ready for taking
independent decisions which can be a road or path to adoption of new techniques of
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production. This scope for bringing new changes into the running of an enterprise is
possible only through a set of organizational structure.

Organizing is the function of management which follows planning. It is a function in which the
synchronization and combination of human, physical and financial resources takes place. All the
three resources are important to get results. Therefore, organizational function helps in
achievement of results which in fact is important for the functioning of a concern. According
to Chester Barnard, “Organizing is a function by which the concern is able to define the role
positions, the jobs related and the co- ordination between authority and responsibility. Hence, a
manager always has to organize in order to get results.

A manager performs organizing function with the help of following steps:-

1. Identification of activities - All the activities which have to be performed in a concern

have to be identified first. For example, preparation of accounts, making sales, record
keeping, quality control, inventory control, etc. All these activities have to be grouped
and classified into units.
2. Departmentally organizing the activities - In this step, the manager tries to combine
and group similar and related activities into units or departments. This organization of
dividing the whole concern into independent units and departments is called
departmentation.
3. Classifying the authority - Once the departments are made, the manager likes to classify
the powers and its extent to the managers. This activity of giving a rank in order to the
managerial positions is called hierarchy. The top management is into formulation of
policies, the middle level management into departmental supervision and lower level
management into supervision of foremen. The clarification of authority help in bringing
efficiency in the running of a concern. This helps in achieving efficiency in the running
of a concern. This helps in avoiding wastage of time, money, effort, in avoidance of
duplication or overlapping of efforts and this helps in bringing smoothness in a concern’s
working.
4. Co-ordination between authority and responsibility - Relationships are established
among various groups to enable smooth interaction toward the achievment of the
organizational goal. Each individual is made aware of his authority and he/she knows
whom they have to take orders from and to whom they are accountable and to whom they
have to report. A clear organizational structure is drawn and all the employees are made
aware of it.

The organizing process can be done efficiently if the managers have certain guidelines so that
they can take decisions and can act. To organize in an effective manner, the following principles
of organization can be used by a manager.

1. Principle of Specialization

According to the principle, the whole work of a concern should be divided amongst the
subordinates on the basis of qualifications, abilities and skills. It is through division of
work specialization can be achieved which results in effective organization.
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2. Principle of Functional Definition

According to this principle, all the functions in a concern should be completely and
clearly defined to the managers and subordinates. This can be done by clearly defining
the duties, responsibilities, authority and relationships of people towards each other.
Clarifications in authority- responsibility relationships helps in achieving co- ordination
and thereby organization can take place effectively. For example, the primary functions
of production, marketing and finance and the authority responsibility relationships in
these departments shouldbe clearly defined to every person attached to that department.
Clarification in the authority-responsibility relationship helps in efficient organization.

3. Principles of Span of Control/Supervision

According to this principle, span of control is a span of supervision which depicts the
number of employees that can be handled and controlled effectively by a single manager.
According to this principle, a manager should be able to handle what number of
employees under him should be decided. This decision can be taken by choosing either
froma wide or narrow span. There are two types of span of control:-

a. Wide span of control- It is one in which a manager can supervise and control
effectively a large group of persons at one time. The features of this span are:-
a. Less overhead cost of supervision
b. Prompt response from the employees
c. Better communication
d. Better supervision
e. Better co-ordination
f. Suitable for repetitive jobs

According to this span, one manager can effectively and efficiently handle a large
number of subordinates at one time.

b. Narrow span of control- According to this span, the work and authority is

divided amongst many subordinates and a manager doesn't supervises and control
a very big group of people under him. The manager according to a narrow span
supervises a selected number of employees at one time. The features are:-
a. Work which requires tight control and supervision, for example,
handicrafts, ivory work, etc. which requires craftsmanship, there narrow
span is more helpful.
b. Co-ordination is difficult to be achieved.
c. Communication gaps can come.
d. Messages can be distorted.
e. Specialization work can be achieved.