Learning outcomes
| 1. | Demonstrate an understanding of the key theories and models associated with HRM |
| 2. | Understand and evaluate the application of activities and practices involved in people management within organisations |
| 3. | Analyse the role of line managers and HR professionals in the application and deployment of Human Resource Management tools and practices. |
CASE STUDY – Trent Park
Trent Park is a luxury conference and leisure park in central England with 125 en-suite bedrooms, of a 4 star standard, and 50 well-appointed self-catering chalets which each accommodate up to 6 people. The centre has 2 golf courses, a wide range of sports facilities, health/beauty treatments, and extensive recreational facilities.
Trent Park employs various Section Managers for Catering, Site Facilities, Retail Outlets, Security, Grounds & Gardening, Health and Beauty, and Sports’ facilities. Each section Manager controls a staffing brigade of supervisors and operatives. The total number of staff employed at the Trent Park, both full and part-time, is around 230. The Park is open 7 days a week; 52 weeks of the year.
Trent Park is traditionally managed with strong demarcation between the different departments of food and drink, accommodation, leisure and administration (to include Accounts and HR). Trent Park’s local population has a large ethnic population and there is a diverse range of different cultural backgrounds amongst both visitors to Trent Park and the staff who work there. The staff at Trent Park are demotivated and gossip is rife, as is professional jealousy, particularly in terms of professional development. There is a lack of career advancement and outsiders are brought in instead of promoting existing staff.
An independent inspection found that there are problems with the general human resource management and equality issues at Trent Park. The inspection report highlighted the following problems amongst the staff:
- There is a general feeling from the staff that the management does not motivate them and, instead, regards them as a cheap and available source of labour.
- Certain ethnic groups form together and do not integrate with the other staff, which causes a lack of cohesion and communication between the staff.
- Several staff complain that the ‘soft skills’ in the work place are limited and they do not feel they receive sufficient support at work from management. Many of the staff live in deprived areas, so consequently they would benefit from stronger work-place engagement.
Learning and development
Most of the Section Managers at Trent Park have attended college courses but the operative staff are mostly untrained. Due to a strict hierarchical management approach, communication is not good between the various departments. This factor is evident amongst the attitudes and behaviour of the staff towards each other; also, there is a high staff turnover at Trent Park.
There is a lack of career advancement and outsiders are brought in instead of promoting existing staff. The centre requires a lot of financial investment to upgrade its facilities, to make it comparable with other successful luxury conference and leisure resorts. The newly appointed general manager, John Smith, was under pressure both to prove himself and to restore the declining Trent Park into a profitable operation. Taylor classified jobs according to skill levels and the amount of training required to reach competence. The lowest level was classified as ‘straight off the street’, implying that little or no skill was needed, and training was minimal to bring the jobholder to full competence. Consequently, staff motivation and productivity is low and the centre receives many complaints from guests and visitors about poor service.
Employee relations
Besides high staff turnover, there is a general feeling of conflict between staff and management. Staff feel they cannot approach management with problems so, instead, they tend to discuss issues between each other which causes general unrest within Trent Park. There is no official system for raising grievances or where staff can feedback their ideas and suggestions to management. Consequently, communication with management and staff engagement are poor. Taylor was keen to introduce a method of job evaluation to try to establish flexible working styles, like those used in other more successful leisure parks. He felt that not only would this move improve efficiency levels, but that job rotation would increase job satisfaction and communication and consequently improve morale amongst staff and reduce the high employee turnover.
Unfortunately, Taylor decided not to discuss this with the existing workforce and when the new systems were introduced the staff were negative and unsupportive. there was general staff resistance to cooperate with Taylor’s plans.
Many of the staff demanded a meeting with Taylor to which he agreed because he saw it as the opportunity to communicate and assure them that his plans were for the best interests of both staff and Trent Park. However, the meeting was a disaster as staff accused him of not communicating his ideas earlier and failing to provide ‘good management’.
Performance and reward
Regular staff appraisals do not take place and often the only times when a section manager meets with staff are for a disciplinary meeting. Staff do not feel valued; most are paid the minimum wage without any other benefits or rewards. Staff are not allowed to use any of the leisure facilities at Trent Park and frequently many leave to work in the surrounding town areas where conditions are better.
There are public buses from the surrounding towns to Trent Park, but these run infrequently and the operating times do not coincide with the main shift patterns at work. The buses are unreliable so that staff who use them frequently arrive late for work. Trent Park finds it difficult to attract staff to work at the resort, and the existing staff do not seem keen to refer local friends and family to work there. Many of the staff are unproductive and lazy, and this does not appear to be addressed by their line managers which causes further rifts between staff.
Absence and well being
As well as high staff turnover, absenteeism is high and frequently many staff are on sick leave which puts extra pressures on those who are on duty. There is not a proper system for monitoring and dealing with absence. Many staff appear to experience high stress levels from the overall difficulties and problems at Trent Park. Fatigue and stress are the main reported reasons for staff sickness. The general low levels of staff motivation cause underperformance – often, staff will not ‘go the extra mile’ for guests. The resort has good leisure facilities and is a major employer in the area, so it is disappointing that these problems exist. Following the inspection report, Taylor is keen to tackle this area and is keen for suggestions. To help introduce a flexible approach, Taylor planned to change staff uniforms, so staff could work in a variety of jobs during the working day. Name badges would be changed to first names, instead of surnames to promote democracy and engender feelings of equality. All staff were to be encouraged to take their meal breaks in the staff restaurant – previously they stayed within their own department where they had little social interaction with each other.
As in real life, anomalies may be found in this case study; if in doubt simply state your assumptions based on your understanding of the information given. This is a fictional case study so please do not make assumptions based on any company that may have a similar description or name.
Task
Please answer each in report format each of the 4 numbered questions below. Please answer all 4 questions separately and number each question clearly (Questions 1 – 4).
- How can the company improve its learning and development to reduce the number of guest complaints and to improve staff morale?
- What measures can the company take to improve its employee relations to increase staff satisfaction, and reduce absenteeism and staff turnover?
- What can the company do to give its employees a more attractive performance and reward package?
- How can the company tackle absence and well-being amongst staff members?
In presenting your report, please consider realistic and practical recommendation that an organization that Trent Park would be likely to use in a real-life setting. You must support your recommendations with HR theories; analysis; discussion; best HR practice; and academic references – please use the full Harvard referencing system.
Please answer each question in report format. You do not need to write an executive summary, introduction and conclusion – instead, you should only answer the 4 questions.
Word count = 1,500 words (+ or – 10%)
Please remember the assessment criteria for this assignment are:
- Analyse a case study effectively identifying the key issues
- Demonstrate an understanding of how to use theories and concepts in a practical setting
- Produce clear, realistic and practical recommendations that an organisation could use in a real-life setting
- Communicate effectively to produce a structured and coherent business report, with appropriate referencing
