Human Resources Management (HRM) and Organisational Performance

Human Resource Management (HRM) is increasingly recognized through business research and organization management techniques (Kalleberg & Moody, 1994) as it is closely related to the organization's daily activities and the organization's performance. It is recommended that personnel practices affect the organizational performance improvement of most organizations. Essentially, the performance of an organization is the result of employee performance and day-to-day work, and the ability to achieve organizational goals such as employee performance, productivity, employee job satisfaction, and financial results It reflects.

There is a growing awareness that Human Resources Management Strategy (HRM) may affect the performance and overall efficiency of an organization, especially in the service industry where strategic human resource practices can contribute to competitive advantage (Cheng & Brown, 1998). The hotel and tourism industry consists mainly of service department and production department, the quality of service is very important, people are basically representative of the industry as a whole. The success of the industry depends on the talent of the employees and how they manage employees to help the organization achieve its goals. Human resource management practices in small organizations have relatively low priority in large hotel organizations. (Kelliher & Johnson, 1987) Record research shows that even bigger hotels have not yet developed a human resource management model, but have departed from human resources management over the past 20 years.

Over the past several decades, many studies have shown a positive correlation between efficient Human Resources Management (HRM) policies and practices, and organizational performance (Heynes & Fryer, 2000: 240). Human resource management therefore seems to be the main factor distinguishing the success and failure of today's world organization. This involves managing the people working for the company and the performance and quality of their roles can ultimately achieve the goals and objectives of the organization. Human resources management has many aspects including resources, achievement, development etc. (Torrington, Hall & Taylor, 2008). Resource management is one of the key elements in human resources management, including planning, recruitment, guidance and training of new recruits to meet fully effective staff standards (Dawson, 1989: 28). In this article, we focus on resources such as recruitment issues.

First, Human Resources Management (HRM) is an internal function of the organization, focusing on recruitment, management and directional provision of staff within the organization. Personnel management can also be done by the line manager. Human Resource Management is an organizational function that handles human-related issues such as compensation, recruitment, performance management, organizational development, safety, health, welfare, employee motivation, communication, management and training.