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Strategic Human Resource Management

Introduction - Strategic Human Resource Management

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Task 2: HR Planning and Memo

HR Plan for The Fox and Hound Bar

Identification of HR needs

There are two ways in which human resources (HR) may be defined in the context of an organisation: as a group of individuals or as a business unit. There is no company without human resources in some shape or another (Beardwell, 2017). Human resources at The Fox and Hound Bar, despite its small size, is crucial to the company’s overall performance since it oversees all elements of the company’s human resources. Human resource management is important to the success of The Fox and Hound Bar (HRM).

For example, the Fox and Hound Bar has been plagued by ineffective management because of a lack of consideration for staff comments or replies to operational improvements. Taking these factors into consideration, HR planning might involve certain unique concerns, most notably in establishing the company’s HR requirements. In a lot of ways, this relates back to the overall strategy (Boxall and Purcell, 2016). What is the company’s trajectory for growth or decline? To what extent will this have an effect on the employees? What’s going on commercially and financially? How much do you think you’ll sell next year, on average?

An important initial step in the HR strategy is figuring out how many personnel the business will require. Taking into consideration the previous year’s activities, this step is necessary. The following questions should then come to mind:

  • “Did the organization hire enough people?”
  • “Did the organization have to struggle to employ personnel at the last minute?”
  • “What is the level of skills of the existing employees?”
  • “What are the necessary skills for the workers in order to meet the advancement in technology?”
  • “Which staff members are soon going for retirement? Are there people to replace them once they leave?”
  • “What are the forecasts for the organization’s sales? How could they impact on the process of hiring?”

Management Restructuring

The current management of the company is some potent complexities due to primal authority contented by the board of directors, general manager and club secretary. For this reason, all the key decision regarding the business and its key operational prospects and managerial facets are governed by these individuals (Delcampo, 2011). This in turn deprives the essential workers classes such as the bar staffs, restaurant and kitchen staffs to lack voice for their concern as their feedbacks are not evaluated nor taken into concern. This leaves the staffs dissatisfied and prospective towards leaving their jobs.

In order to make a substantive resolution on this concern, the management’s organisational is needed to be restructured where the human resource of each department can be managed and regulated via one hr personal. In that regard, as aforementioned one HR personal will then regulate each departmental managers on how to manage human resources.

Determining Effective Recruitment Strategies

As soon as a company has a plan in place, it is imperative that they set out a strategy outlining how they intend to hire competent people at the right moment. Human resource managers have a lot of work to do when it comes to recruiting. It is critical that the business pay attention to this part of the recruitment strategy, given the difficulties in determining how many individuals to employ, what talents they’ll need, and how to find them at the correct moment (Perkins and Arvinen-Muondo, 2013). A person’s personality, attitude, and appropriateness for the position should be taken into consideration while hiring. Based on the kind of position they are looking to fill; they may utilise social networking sites or conventional online advertisements as a recruiting method (Punnett, 2015). Employees who recommend other experts to Fox and Hound Bar will be rewarded with cash incentives. Regardless matter where a business chooses to conduct recruiting efforts, it is critical to keep in mind that the hiring process should be transparent and equal for all applicants. Diversity will be a significant consideration in the hiring process, as well.

Selection of new recruits

The process of selection entails the stages of interviewing and hiring. Upon reviewing the résumés for the hiring positions, the organization will work toward picking the right people for the individual jobs (Torrington et al., 2017). Hiring of new managers should consider the subsequent factors, which contribute to the cost:

“Time of reviewing CVs”

“Time of interviewing applicants”

“Expenses for interviewing the applicants”

“Potential expenses for travel of the recruiters or new hires”

“Increased insurance costs for unemployment”

“Additional 401 (k), payroll, book keeping, and so on”

“Possible expenses for the relocation of new hires”

“Additional bookkeeping for the agencies of the government”

“Costs associated with the nonexistence of productivity while new worker is getting up to speed”

Training and Development

While arranging for effective training and development for the employees the HR managers needs make consideration over some key aspects. Such are as follows:

“Are there training needs emerging depending on the strategic plan?”

“Does the organization have new-fangled software, which everybody ought to learn?”

“Are there difficulties or challenges in dealing with conflicts?”

Whatsoever training themes the company has set in place, the Human Resource manager must deal with plans for training in the human Resource Management plan.

Compensation and Rewarding

As part of the HR strategy, the manager should establish pay scales and other benefits, such as health care and retirement plans.

Performance Appraisal

The company has to build a set of criteria so that it can know how to rate performance employees and continue to improve them.


Employers should use written human resource policies to provide important information, instructions, and regulations to their employees. Developing systems or procedures that are reliable in dealing with workplace concerns is equally crucial for businesses. Although the lack of processes and rules might cause a lot of problems, imprecise and unrealistic policies could also be problematic (Torrington et al., 2017). Following is a letter that outlines several processes and regulations, some of which may conflict with municipal, state, or federal legislation, as well as acceptable alternatives.

The policy addresses regulatory, legal, and ethical issues.

  • The Living Wage Vs. Minimum Wage

Individual employees and their families must get a liveable wage that is adequate to pay the basic expenses of living in a specific location. A comparison of wages and living expenses will be used by policymakers and economists to determine the relative financial health of employees (Punnett, 2015). The organisation, on the other hand, will be dependent on the federal state’s minimum wage, in particular via the FLS (Fair Labor Standards Act).

  • Maternity Cover

A Statutory Maternity Leave of 52 weeks is available to pregnant employees who provide the proper notice to the corporate management. Workers are not required to take the whole 52 weeks off, but they are required to take the first two weeks after the birth of a child. Maternity leave will be paid.

  • The Equality Act 2010

Workers will be legally protected against employment discrimination as well as discrimination in the broader community under the terms of the legislation. Workers will be educated on the fundamentals of this regulation, which is otherwise straightforward to comprehend (Torrington et al., 2017). It will have a particularly significant impact in a handful of circumstances.

  • Termination of Employment

Workers may terminate their employment contracts by resigning, while employers can terminate employment contracts by dismissing the employee. Staff members must make it clear that they are formally resigning from their positions, and it would be best if they did so in writing, giving the appropriate amount of notice. Workers will be required to offer either a one-week notice or the amount provided in the contract, whichever is the greater, under the terms of the legislation (Perkins and Arvinen-Muondo, 2013). Summary dismissal (i.e., dismissal without cause) will be used by the organisation for grounds of serious misbehaviour, such as fraud, assault, theft, and so on. Nonetheless, the employer will conduct an investigation before deciding whether or not to terminate the employee. Furthermore, in such instances, a fair procedure will be followed to ensure that everyone is treated fairly.

  • Prohibition of wage discussions

“It is against company policy for employees to discuss their salaries with co-workers.” The Section 7 of the National Labour Relations Act (NLRA) guarantees, among other reasons, that employees have the right to associate together in attempt to influence working conditions and remuneration. In addition, individuals have the right to negotiate benefits, pay, and other conditions and terms of employment with or without a labour union, depending on their preference (Boxall and Purcell, 2016). Various courts and the National Labour Relations Board (NLRB), which implements the National Labour Relations Act (NLRA), have recognised that pay confidentiality or secrecy policies infringe on organisational norms.

Task 3: Report


This study is based on the theories of numerous authors, analysts, and researchers; these theories have progressed from the old-style assumptions to today’s hypotheses. The study focuses on the remodelling of The Fox & Hound Bar, a European club in London, as well as the skills development of the club’s long-serving employees. The Club, based in the UK, and its non-profit organisation have been providing scholarships to brilliant youngsters from less fortunate nations for more than a century. To help the charitable club, we have a solution for the organisation. In addition to personnel growth and training, work on the Club’s new design is needed. Their representatives must be persuaded so that they could show their full potential via improved management. Its management approach inspires and empowers its employees, allowing them to take charge of their roles and work together toward a shared objective. Give an equal open-door approach to all representatives. The ultimate objective is to ensure that no one has a stronger voice than everyone else.

Management and Leadership theories for organisational strategy and structure

The classical management approach dates all the way back to the nineteenth century, and its primary objective was to increase worker efficiency as during industrial revolution. Tailor, Fayol, and Weber developed the technique, which combines logical management, regulatory management, and regulatory management (Kumar, 2017). Since then, classic managerial assumptions have served as the foundation for the formation of powerful alliances. It is uncertain at the moment and will have an effect on present connections.

Classical management theories:

“Classical management, often referred as scientific management, is a management technique that originated during the industrial revolution, with the goal of increasing worker output and efficiency.” Kumar (2017) highlighted that “the traditional management style is primarily concerned with the organisation and activities of the formal club,” emphasising the importance of the club’s operational efficiency. These traditional management ideas assist us in operating the club more efficiently in order to increase revenue.

Scientific management approach:

Work plans and suggestions for boosting task efficiency are the focus of logic management technology, which includes logical inspections and equipment (Camuffo et al., 2020). Personal behaviour will be totally correctable and transparent, according to Taylor (1903), who sees this approach as prudent (bring cash).

Development of the task at hand

To maximise efficiency, Taylor’s (1903) scientific management model places an emphasis on the creation of work plans (Prasad, 2020). It is true that a large number of humanitarian and development organisations work on different programmes for children.

Select, educate, and develop each employee scientifically

Instead of letting employees train themselves, this policy requires supervisors to make appropriate judgements and educate their employees how to do so. Similarly, a modern club has a stringent selection process, which includes a number of tests, to ensure that it selects only the most capable staff, many of whom are also taught on a regular basis (Su, 2017). Organizations now laud this approach for its ability to attract qualified employees by assessing candidates on the basis of their abilities and qualifications. To help the Club grow, it allows us to evaluate the effectiveness and efficiency of previous personnel.

“Intimate and cordial coexistence between management and men”

As a result of this rule, supervisors must give incentives to ensure that vital work is accomplished, giving managers more authority to interact with their staff. This coordinated effort is crucial from a management perspective in today’s work environment. Taylor’s idea of motivation “lagged behind later conceptions,” according to Vincenzo (2017).

“Equally distribute work and responsibility between management and labour”

For Taylor, the goal is to arrive at the best solution by breaking down the job into smaller and smaller components. Feyol also realises that people specialise in a number of fields and hence have a wide range of skills. It helps us figure out which members of our team are most suited for any given task.

Bureaucratic approach

To go along with Taylor’s theory, Max Weber posits bureaucracy as evidence of a lack of humanity in the workplace due to the fact that employees often obey their managers blindly (Thomas, 2019). 

We’ve been able to build a culture of trust amongst our employees thanks to our strategy for allocating responsibilities.

Administrative theory

Fayol (1916) created the idea of administrative administration, which describes the board of directors as a set of competencies that can be applied to clubs of all sizes, following Taylor. There are six key management capabilities identified by Fayol in “Industry and General Management,” which offers 14 management criteria (Sharma, 2020). His idea of management is based on the strategic plan created by the whole organisation via the execution of six key administrative tasks. The six essential management disciplines are foresight, organisation, command, coordination, and control. Using this method, we can forecast future revenues and plan for the growth of our Club’s staff.

Contemporary management theories

In particular, point out the dehumanising effects of conventional management philosophy. Similar to Sports Direct’s mistreatment of staff, the shortcomings of the old strategy may be shown in this example. It demonstrates the need of encouraging employees without putting them under undue stress or imposing severe punishments. Eventually, Hofstede (Hofstede, 2011) reiterated his belief that a club must give perks that entice members to show up for work.

Systems approach

Administrators may accomplish shared objectives by seeing executives as a collection of interrelated elements. Benefits and criticism are also included in the association’s material. There is a pressing need for business, according to Clayton and Radcliffe (2018). Each framework relies on the previous framework, which assumes that everyone will work together.

Socio-technical approach

Clubs, according to Pasmore (1988), are made up of “their relatives, professional framework and atmosphere,” according to Pasmore (1988). A mechanical framework is a term used in this article to describe the social framework used to use equipment and information, and this article takes this perspective. Our club’s social approach helps us grasp the club’s professional structure and culture.

Contingency or Situational approach

This approach relies on an in-depth knowledge of the situation’s essential elements and their interrelationships to help managers make sound judgments. “There does not exist a point of view based on generic standards that apply to all instances of conviction,” say the authors Ayman and Lauritsen (2018), and as a result, the club environment should be studied in light of differences such as socioeconomic status. Things like that. Having a better grasp of the economics of how to raise money for charitable causes is beneficial.

“Impact of organizational strategies, structures and culture on the management of HR”.

The structure and strategy of an organisation are heavily influenced by the leadership and management ideas that are embraced by the business. How choices are made and carried out in a company is determined by the leadership and management ideas applied there (Effrat and Mouzelis, 2018). Improved decision-making procedures involving all members of an organisation and drawing conclusions from the facts at hand are ensured by models that utilise existing data to create conclusions. For the most part, this is because the models guarantee that both workers and employers work together as a team to achieve the aims and objectives of an organisation.

The goal of this study is to examine the interplay between club culture and human resource management, as well as the assumptions of the financial technique, the explanatory variable firm structure, and the link between these structures and club performance (Cooper, Ezzamel, and Qu, 2017). There is a lot of focus on customers, markets, and processes/capabilities. We examined the relationship between the suggested noun model’s constructs using the structural equation model. There is a statistically significant association between the examined structures in addition to the relationship between club structure and performance. Although there was only a slight association between the club structure and performance, these findings show that outsourcing business processes may have an important influence on an organization’s success.

This has been the “pattern” that I’ve seen over my years of experience. Managing Club Culture is best done by HR experts who have specialised training and expertise in the field. There is a clear correlation between the effectiveness, output, and performance of an organization’s club strategy and structure (Muafi et al., 2019). It helps to understand the club’s culture and organisation in order to construct a training and development plan for employees.

“Effectiveness of the current Club HRM, and critically discuss the link between leadership & management and HRM”

Organizational effectiveness and human resource management have been linked for more than three decades, and recent research shows that clubs may use HRM to develop their organisations by resolving a wide range of difficulties raised by the broader model.

The link among human resource management and the club’s historical and present activities

The outcomes of the study show that the relationship between HRM and clubs has changed significantly through time. The club’s never-ending efforts are an important factor. It aids in the training and development of club employees and human resources (Analoui, 2017). Management has to be bolstered at the club The impact of human resource management on clubs may be shown in a number of ways, not only via finances, by human resource experts with real impact. Researchers’ and practitioners’ viewpoints are not included in a comprehensive examination and comparison of the historical and present relationship between HRM and OE using the multi-stakeholder method.

“Culture and structure of the Club might impact on the success of the Club project and the motivation of the staff”

The right way to do business in a club is shown by the club’s culture and techniques. Common concepts and qualities developed by pioneers provide the basis of this culture’s development, which is bolstered as it spreads via different strategies and finally shapes the representatives’ viewpoints, methods of practise and expertise. Clubs that have a strong sense of community might quickly deteriorate into anarchy after a merger. In order to lay the groundwork for future development, one has to integrate and rethink one’s lifestyle and adjust to the differences between them (Groysberg et al., 2018). Today, mergers and acquisitions are reshaping corporate mergers. Achieving specific business goals has taken precedence over cultural alignment in this combination. Efforts to create a work atmosphere based on preparing for and improving oneself have taken hold at the sports club. Representatives who have their clubs altered are the ones we’re looking out for. In order to stay up with the speed of change, we must offer our employees reasons to look forward to going into work each day. More personnel aren’t in the cards for us right now.

“Explain how you would develop, monitor and evaluate a leadership strategy that supports the development or revision of the Club’s organizational mission, vision, values and objectives”

To complement the club’s clear and thorough declaration of its primary aims and vision, we have devised a strategy (despite goals, objectives and indicators). We may devise a strategy for achieving our key objectives and vision, and a fair goal serves as a yardstick for measuring your progress and accomplishments. The club’s mission and vision express the club’s purpose and excellence. Customer satisfaction is at the heart of every company’s finest mission and vision statement. Mission and vision, systems, and objectives and indicators make up the three “plan” topics of the management standards. As a first step, we look at how we can improve the club’s purpose and vision to address issues with workers and provide better HR management strategies. This is the Club’s stated goal, vision, and core value, according to our strategy. Our training and development strategy for club employees is unique. Again, we’re focusing on the Club to bring in money.

Mission, Vision, and Values:

“Mission and vision are frequently conveyed in writing as part of the club’s purpose.” The club’s mission and vision are statements that address questions about who we are, what we value, and where we’re headed. The club’s aim is to assist in the resolution of employee concerns while also offering educational opportunities for the membership. To ensure that every member of staff has an equal shot at improving the club’s present state, we’re working to foster a welcoming environment. Company performance is linked to mission statement: However, it should be underlined that only in terms of strategy, goals, and objectives are they connected to and compatible with the success of a club with clear communication, wide knowledge and a single vision.

The club’s mission statement explains why it exists and how it intends to handle its most pressing issues. The whole worth of the club, on the other hand, is sometimes included in the mission statement. To put it another way, values may be defined as a person’s or a group’s core beliefs and aspirations. It is clear from the club’s mission statement that the organization’s beliefs are reflected in its six guiding principles”:

  • Provide a good working environment with mutual respect and dignity.
  • Make diversity an essential part of our business.
  • Apply the best standards of excellence to customers, raise club standards, and purchase new furniture.
  • Always cultivate enthusiastic and satisfied customers.
  • Make positive contributions to our community and environment.
  • Recognize that profitability is critical to our future success.


The types of leadership and management philosophies that organisations use are critical to effective human resources management, as can be shown from the above conclusion. Various ideas of leadership and management are examined in the following research. We’ve come up with a way to help the non-profit organisation. If the Club is to succeed, it must have a fresh look and a better-trained and more capable personnel. Their representatives should be encouraged to improve their management skills so that they may display their full potential.


Analoui, F. ed., 2017. The changing patterns of human resource management. Routledge.

Ayman, R. and Lauritsen, M., 2018. Contingencies, context, situation, and leadership.

Beardwell, J. 2017. Human Resource Management. Pearson Education Limited. http://lib.myilibrary.com?id=1014139. [Accessed on: 28th, December 2021]

Boxall, P. F., and Purcell, J. 2016. Strategy and human resource management. New York, Palgrave Macmillan.

Camuffo, A., Cordova, A., Gambardella, A. and Spina, C., 2020. A scientific approach to entrepreneurial decision making: Evidence from a randomized control trial. Management Science, 66(2), pp.564-586.

Clayton, T. and Radcliffe, N., 2018. Sustainability: a systems approach. Routledge.

Cooper, D.J., Ezzamel, M. and Qu, S.Q., 2017. Popularizing a management accounting idea: The case of the balanced scorecard. Contemporary Accounting Research34(2), pp.991-1025.

Delcampo, R. G. 2011. Human resource management demystified. New York, NY, McGraw-Hill.

Gilmore, S. and Williams, S. 2013. Human resource management. Oxford, Oxford University Press.

Groysberg, B., Lee, J., Price, J. and Cheng, J., 2018. The leader’s guide to corporate culture. Harvard business review96(1), pp.44-52.

Kumar, P., 2017. Analysis the impact of classical management approaches on the management practices. Asian Journal of Management8(3), pp.841-853.

Muafi, M., Grabara, J., Sudiyarto, S. and Siswanti, Y., 2019. Business strategy, organizational structure, work processes: are the alignment?. Quality-Access to Success20(S1), pp.399-404.

Prasad, L.M., 2020. Principles and practice of management. Sultan Chand & Sons.

Punnett, B. J. 2015. International Perspectives on Organizational Behavior and Human Resource Management. Florence, Taylor and Francis. http://public.eblib.com/choice/publicfullrecord.aspx?p=1974447 [Accessed on: 28th, December 2021].

Sharma, R., 2020. Unit-3 Administrative management approach. Indira Gandhi National Open University, New Delhi.

Su, Y., 2017. Taylor scientific management theory carding and significance of organization management. Social Sciences6(4), pp.102-107.

Thomas, T., 2019. Reorienting bureaucratic performance: A social learning approach to development action (pp. 13-30). Routledge.

Torrington, D., Hall, L., Atkinson, C., and Taylor, S. 2017. Human resource management. http://banques.enap.ca/Proxy.pl?adresse=http://search.ebscohost.com/login.aspx? direct=true&scope=site&db=nlebk&db=nlasbk&AN=1454979 [Accessed on: 28th, December 2021].

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