Human Resource Management Theories and Theoretical Models

Human Resource Management
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Human Resource Management Theories and Theoretical Models
Human Resource Management Theories
The management of a restaurant business requires a strategic management approach to ensure employees' high-performance levels and low management costs. Modern management systems and the process are necessary for the business to realize a return on investment and raise each employee's productivity (Salaman et al., 2005). Many theories and models have been advanced by different theorists about human resource management. In HEA GARDEN HK restaurant, we will focus on human capital theory, contingency theory, and the humanistic model.
Human capital is key to business performance and growth. It refers to the abilities and qualities of people that make them productive. The restaurant can employ workers with specialized training and education in hotel management and the food business. This begins at the recruitment level; the internal management in recruitment should employ workers with a specialized skill set, which is significant to the business's growth. They should be able to recruit a team that will offer specialized services with high efficiency. Human capital management strategies lead to productivity and profitability outcomes. Management can develop staff performance evaluation criteria to assess the output of each employee. Those with a high-performance level and deemed good for business can be retained. With very low output, redundant ones can be laid off as a means to revamp their workforce and cut management costs. The division of labor and specialization approach can be integrated into the human capital theory to ensure that each employee is well equipped in terms of knowledge of what they are expected to do. This will raise the performance of each employee (Bratton & Gold, 2017).
Contingency theory influences the innovative practices of small businesses. This theory states that to be effective, a workgroup must vary along a different degree of formality and structure in its organization in direct proportion to the certainty of its tasks (Nielsen, 1974). The organization's behavior is determined by the size of the restaurant and the type of clientele it serves. The size of the business determines its resources and capabilities to adapt to changes and implementation of management practices (Fernández-Robin et al., 2019). In this case, the HRM can equip the employees with the right tools of operation such as installing a digital point of sales to improve the speed of taking orders, quick arithmetic, and minimize losses. The restaurant can adopt digital communication platforms to improve internal communication between employees. Communication platforms such as Google forms and emails can be used to...