abhishreshthaa
Abhijeet S
Union Oil Company of California, dba Unocal (pronounced /ˈjuːnɵkæl/) is a defunct company that was a major petroleum explorer and marketer in the late 19th century, through the 20th century, and into the early 21st century. It was headquartered in El Segundo, California, United States.[1][2]
On August 10, 2005, Unocal merged with Chevron Corporation and became a wholly owned subsidiary. Unocal has now ceased operations as an independent company, but continues to conduct many operations as Union Oil Company of California, a Chevron company.
The hotel sector definitely should have both hard and soft HRM. In the hotel sector, the traditional constraints such as long, antisocial working hours, low pay, unstable, seasonal employment, low job status, etc. make employment within the industry appear unattractive to many ( 2001). This involves the complex task of maintaining the workforce of the industry. (2001) cited a study carried out in 1996 in Germany. The study found out that employment in the hotel and catering trade was not the first choice for nine out of ten employees, while only one employee in seven was satisfied with the trade as a choice of career. Nevertheless, the industry does attract some people either on a short-term basis or for a long-term career. With this, (2001) states that the immediate and most obvious consequences of such a situation are the difficulty of recruiting suitable staff and high staff turnover; both these effects are costly to the industry. There is therefore a perceived need for human resource development, to lift the profile of the industry, intensify productivity and present decent, sustainable employment within the sector. To evaluate, soft HRM is needed to increase the commitment of the employees on the job while hard HRM is needed as well to improve the skills of the workers and to have the aim of competing with other companies in the industry as well. The soft model of HRM is founded on the concepts of commitment, flexibility, and quality while the hard model, on the other hand, control is more concerned with performance systems, performance management, and tight control over individual activities, with the ultimate goal being to secure the competitive advantage of the organization (1995). Both of these models could be of vast help in improving the hotel industry’s employees both in commitment and performance. After all, (1999) concluded that “even if the rhetoric of HRM is 'soft', the reality is almost always 'hard', with the interests of the organization prevailing over those of the individual. It may well be that this focus on the organization is inevitable within the current economic climate, and perhaps, as we move further into a post-recessionary period and firms are growing instead of cutting back, then the interests of individual employees may start to receive more attention.” The mixture of soft and hard approach can usually be found in an organization ( 1999). The accurate element of this mixture were distinctive to each organization, e.g. the hotel industry, which implies that factors such as the external and internal environment of the organization, its strategy, culture, and structure, all have a vital role to play in the way in which HRM operates (1999
The soft-hard dichotomy in HRM exists primarily within normative, or prescriptive, models of human resource management,
Human Resource in British American Tobacco aims to attract, develop and retain the most talented people around the world. The purpose of HR is to help shape the culture of this dynamic business, creating an environment that emphasizes and reward performance, whilst supporting learning and development.
HR arena includes exposure and training in the areas of:
Managing Performance:
Measuring and aligning performance, rewarding performance, managing and administrating benefits.
Managing Organizational Learning and Development:
Managing change, designing and development the organization, managing organizational climate, learning in the organization.
Resourcing:
Recruiting, selecting and assessing, HR planning.
Managing Careers and Development:
Assessing competencies and potential, career development systems, coaching and mentoring, training and development.
Managing Employee Relations:
Managing employment legislation, managing work place relations, managing HR customer service.
HR is essentially about managing people and their expectations. Attracting and recruiting the very best people is of major importance to the company. this has involved coordinating presentations at leading universities, assessing application forms, interviewing potential recruits, organizing assessment centers, training assessors and facilitating the selection decision making process.
On August 10, 2005, Unocal merged with Chevron Corporation and became a wholly owned subsidiary. Unocal has now ceased operations as an independent company, but continues to conduct many operations as Union Oil Company of California, a Chevron company.
The hotel sector definitely should have both hard and soft HRM. In the hotel sector, the traditional constraints such as long, antisocial working hours, low pay, unstable, seasonal employment, low job status, etc. make employment within the industry appear unattractive to many ( 2001). This involves the complex task of maintaining the workforce of the industry. (2001) cited a study carried out in 1996 in Germany. The study found out that employment in the hotel and catering trade was not the first choice for nine out of ten employees, while only one employee in seven was satisfied with the trade as a choice of career. Nevertheless, the industry does attract some people either on a short-term basis or for a long-term career. With this, (2001) states that the immediate and most obvious consequences of such a situation are the difficulty of recruiting suitable staff and high staff turnover; both these effects are costly to the industry. There is therefore a perceived need for human resource development, to lift the profile of the industry, intensify productivity and present decent, sustainable employment within the sector. To evaluate, soft HRM is needed to increase the commitment of the employees on the job while hard HRM is needed as well to improve the skills of the workers and to have the aim of competing with other companies in the industry as well. The soft model of HRM is founded on the concepts of commitment, flexibility, and quality while the hard model, on the other hand, control is more concerned with performance systems, performance management, and tight control over individual activities, with the ultimate goal being to secure the competitive advantage of the organization (1995). Both of these models could be of vast help in improving the hotel industry’s employees both in commitment and performance. After all, (1999) concluded that “even if the rhetoric of HRM is 'soft', the reality is almost always 'hard', with the interests of the organization prevailing over those of the individual. It may well be that this focus on the organization is inevitable within the current economic climate, and perhaps, as we move further into a post-recessionary period and firms are growing instead of cutting back, then the interests of individual employees may start to receive more attention.” The mixture of soft and hard approach can usually be found in an organization ( 1999). The accurate element of this mixture were distinctive to each organization, e.g. the hotel industry, which implies that factors such as the external and internal environment of the organization, its strategy, culture, and structure, all have a vital role to play in the way in which HRM operates (1999
The soft-hard dichotomy in HRM exists primarily within normative, or prescriptive, models of human resource management,
Human Resource in British American Tobacco aims to attract, develop and retain the most talented people around the world. The purpose of HR is to help shape the culture of this dynamic business, creating an environment that emphasizes and reward performance, whilst supporting learning and development.
HR arena includes exposure and training in the areas of:
Managing Performance:
Measuring and aligning performance, rewarding performance, managing and administrating benefits.
Managing Organizational Learning and Development:
Managing change, designing and development the organization, managing organizational climate, learning in the organization.
Resourcing:
Recruiting, selecting and assessing, HR planning.
Managing Careers and Development:
Assessing competencies and potential, career development systems, coaching and mentoring, training and development.
Managing Employee Relations:
Managing employment legislation, managing work place relations, managing HR customer service.
HR is essentially about managing people and their expectations. Attracting and recruiting the very best people is of major importance to the company. this has involved coordinating presentations at leading universities, assessing application forms, interviewing potential recruits, organizing assessment centers, training assessors and facilitating the selection decision making process.
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