engleski

A New strategy for Human Resource Management

The theory, research, and practice of Human Resource Management (HRM) has evolved considerably over the past century, and experienced a major transformation in form and function primarily within the past two decades. Driven by a number of significant internal and external environmental forces, HRM has progressed from a largely maintenance function to the source of sustained competitive advantage for organizations operating in hospitality industry. In our study we manage to include hotels in Dubrovnik-neretvian county. An extensive questionnaire was used to determine a new strategy of HRM. The respondents were top managers of the hotels participating in our study. The questionnaire was divided into fourth main categories: type of hotel, employee details, personnel management practices and strategies for implementation of HRM. The results and major aspects of the investigation are presented in this work. HRM in hospitality industry plays an important role in the success of organizations human resources effectively provide high quality service to their customers, improve productivity and hence profitability. Hotels in Dubrovnik-neretvian county have an available labour market but require sophisticated training and career development programmes to assure service quality and productivity. Those hotels must develop human resource practices that will enable them to recruit, select and retain competent employees who can contribute to the achievement of their objectives. A new strategy for HRM is the knowledge, skill and ability requirements for teamwork and transformation of hotels into learning organisations. Organisational learning is an important factor in building an organisation's competitiveness and in today's circumstances can guarantee success in competitive markets because it is based on creating, acquiring and transferring knowledge

HRM; Knowledge management; intellectual capital; learning organizations

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