Paper instructions:
Part One:
Part a). Identify the key differences between the ‘best fit’ and ‘best practice’ schools of thought in strategic HRM. Argue to what extent these two schools of thought align with the new service management school described by Korczynski (2002).
Part b). Briefly outline three of the major HR challenges you believe the current New Zealand hotel and/or hospitality and/or tourism industries face. Then justify which of the above theories you think would be most useful for addressing these challenges. Finally, describe how you would apply your selected theories to these challenges. (1500 words)
Part a). Identify the key differences between the ‘best fit’ and ‘best practice’ schools of thought in strategic HRM. Argue to what extent these two schools of thought align with the new service management school described by Korczynski (2002).
Part b). Briefly outline three of the major HR challenges you believe the current New Zealand hotel and/or hospitality and/or tourism industries face. Then justify which of the above theories you think would be most useful for addressing these challenges. Finally, describe how you would apply your selected theories to these challenges. (1500 words)
Part Two:
Identify the key elements of what Korczynski (2002) terms the model of the customer-orientated bureaucracy. Provide examples of how you would apply HRM techniques to balance the tensions between the demands of bureaucracy (e.g. efficiency through measurement) and great customer service. Argue to what extent you see the Resource Based View of the firm being useful in this HRM balancing act.(1500 words)
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