WORKPLACE APPLICATION

Introduction

The essay is based on the discussion of four articles on employee turnover and organizational performance through the HR policies of a business organization. The first article will discuss mainly on the image of migration of workers from different countries to the UK and it will also be highlighted how those migrated workers are discriminated by the other workers (Baum et al.

2007). The second article by Cho et al. (2006) emphasizes the different HR policies to reduce employee turnover. Similarly, the third article by Kusluvan et al. (2010) discusses some HR management issues and their mitigation through the reform of the culture of a business unit. The fourth article illustrates the basic HR practices but in a detailed form with examples from several business units (Rees & Smith 2017). Finally, it will be shown how those four articles are relevant to the improvement of HR policies of different business corporations. 

Discussion

Critical reflection of articles including interrelating factors

According to Baum et al., (2007), 'Cultural diversity in hospitality work 'focuses on the migration of labourers from other countries to the UK. The data of the article have been collected both through different publications and also from a survey with 82 employees from 17countries. The findings from the article are that within the past few years, the trend of hiring migrant workers has increased within the UK hospitality employers to a great extent. The UK employers provide training for the migrant workers and the migrant workers see their future in the UK industries. Liu and Leung (2017), have discussed the quality relationship between Chinese migrant workers. The image of migrant workers in Northern Ireland, the Lake District and Scotland has excellently represented. The article mainly shows that most of the employers now are not willing to invest in hiring those individual professionals who are highly qualified with general education and need training that is not industry-specific.  

On the other hand, though the article, ‘written by Cho et al.,(2006) is also on the HR policy, it highlights employee turnover as a major issue in the hospitality industry of the US including others and emphasizes on the different HR policies like employee engagement, employee incentives, training program and other innovative  HR practices to reduce employee turnover. The main findings from both the secondary data and primary data of the article suggest that HR practices can positively reduce employee turnover. Hence, the second article has some factors that are not directly related to migration but has a relation with the first on the basis of the HR practices.

The third article, ‘A review of human resources management issues in the tourism and hospitality industry’ has a direct interrelationship with the second as it is based on the HR practices to develop the performance of employees in the tourism and hospitality industry (Kusluvanet al. 2010). The article stresses mainly on the development of organisational culture and improves employee performance. The article discusses behavioural and attitude improvement of people through training, engaging employees in managerial decision-making, rewarding employees and cultivating culture through effective leadership. The secondary data have mainly been used in the article. This article can be interrelated with the second article mentioned on the ground that the cultural development of employees mentioned in the third article can reduce employee turnover rate.

Rees and Smith (2017), have described the human resources practices in detail in the fourth article, ‘Strategic human resource management: An international perspective’. This article has a direct relation with the first and third article but the HR practices and principles are in detail than the other two. The author has discussed HR strategies, structures and cultures through several case studies of big organizations like IKEA and others. The HRM life cycle elements like recruitment and selection policy, employee reward and performance policy, training and development policy, talent management policy have been discussed for explaining their importance for employee productivity. Different case studies have helped the reader to understand the theme of the article. In these ways, the four articles are interrelated and emphasize on the HR practices and affairs in a business organisation. 

Relevance of the articles to the enhancement of people management within an industry setting

According to Baum et al., (2007), issues in cultural diversity are one of the main factors for organizational growth mentioned in the first article. The author has given some evidence in the UK Industries where the migrated workers are the victims of workplace abuse, harassment and another bullying. According to the author, improvement of diversity culture can mitigate these types of employee discriminations in their workplace. Reformed diversity management can manage people and their conflicts leading to organizational success. On the other hand, Cho et al., (2006) in the second article has viewed that human resource management practice plays a crucial role to develop employee performance and to reduce employee turnover. The article further describes that the human resource practices like valuing employees and rewarding them, including them in the decision-making, commitment to employees fall under the purview of HR management practices and all these lead to employee satisfaction, less employee turnover, lower cost of a company and the ultimate progress of a business firm. Korirand Kipkebut (2016), have discussed the benefits of reward management and commitment to the employees. 

In a similar way, Kusluvanet al., (2010) have discussed different types of HR practices in order to develop the culture of a business corporation for its productivity. The author has remarked that HR management has a major role to develop the behaviour and attitude of employees through training, engaging them in decision-making, prudent staff selection, providing employee benefits and others. In this way, the author wants to highlight the reformed behaviour and attitude of employment for the progress of the organization. Through the view of Rees and Smith (2017), the second article has discussed the HR practices in a much broader way through lots of case studies of business firms. The author has shown how the big company, IKEA, added value propositions for better customer service through its HR policies (Tronvollet al. 2019). Hence, based on the discussion on the four articles, it can be concluded that HR practices and the culture of a business unit have a great impact on the entire performance of a business corporation.

Conclusion

Human resource management is one of the major parts of business management. In this age of competition, it is necessary to follow strategic human resource practice for the progress and success of a business unit. Employee turnover can arise due to faulty HR management and lack of culture on the part of employees in a business unit because rude behaviour leads to a degraded culture of a business unit. Hence, the behaviour and attitude of employees through cultural training to the employees is necessary for organizational performance. In the same way, other HR practices like employee engagement in decision-making, benefits to the employees, fair recruitment and selection policy from the HR manager, performance appraisal and rewarding to employees are helpful to employee retention and organizational sustainability.