How can Human Rerources Make a Strategic Contribution to Organisations Essay

How can Human Rerources Make a Strategic Contribution to Organisations in a Time of Economic Recession - Essay Example It is further observed that loss of business of the star category premium hotels led to the final closure of many such large groups in and across the European continent. The reduction in transactions pertaining to the premium category hotels leads to the closure of many such units thereby rendering a large amount of impact on the human resources employed in such sectors. The hotels in order to counter the economic impacts of the global recession also amounted to rendering large amount of job cuts thereby complicating the situation (Jones, 2009, p.364-366). In the light of the above situation the paper proceeds to understand the managerial implications of the hotel companies to help sustain their position in the fluctuating market and also to effectively retain the human resources employed in the concern. ... In this Dent suggests that Managers herein are required to play a key role in making the employees understand the benefits and the implications involved in regards to incorporation of changes in the business policy and technological paradigm. Effective feedback must be gained from the people working in various levels and departments in regards to the incorporation of new policies and technological methods to reduce the climate of obstruction in the organisation (Dent and Goldberg, 1999, p.39). Again, Ford, Ford and D’Amelio in their article states that the existence of resistance in regards to the incorporation of a new business philosophy must not always be taken as a mode of obstruction. Rather people turn out to be resistant to changes when they feel that changes demanded by the managers are not legitimate enough or would prove detrimental to the interests of the working class. Thus managers need to pay heed to the needs and interests of the people before deciding on to imp lement the change process. Again in that the demands of the people resisting organisational change must not always be taken as irrational in nature. Rather the interests of the people taken into consideration would help in the formation of counter arguments resulting in more effective policy making. The process of resistance invites the development of thought process in regards to the organisational managers to help in formulating more dynamic and scientific business policies and methods for the concern. Thus the people rendering resistance need to be taken as agents in the change bearing process and not as potential obstructers. In this light, Elrod II and Tippett in their