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eing removed from unit level to provide a wider, more strategic cover, while others have moved from being conceived as a core activity, to a more peripheral position. Examples can be found in UK companies such as Forte Hotels, Gardner Merchant and Stakis Hotels The hospitality industry is renowned for its ease of entry wherein hospitality operators require no qualifications to enter the market and many are poorly qualified. One consequence of this is the perpetuation of 'limited, traditional management techniques and an insularity within the industry'[ (Watson and Brotherthorn)

The issue of long working hours was a commonly remarked upon aspect of managerial work within the hotels. It was portrayed both as an inevitable feature of the job (in a '24/7' business) and as a consequence of a very 'hands-on' form of management. In relation to the latter, managers were expected to step in and cover for absent staff or to take calls at home for staff who could not handle problems themselves. Expectations were that managers would come in at weekends but not take time off during the week to compensate. This did lead to excessive time spent at work with, for example, a director of Catering (Luxco) saying: . . . last year I worked 40 out of 52 weekends. And you have to work midweek too. It's not like you can make up that time (cited Mcdonald) The area that has most recently been a focus for examination regarding the retention of staff is that of the role that balancing working and family life has in turnover decisions. The research by Doherty (2004) and Maxwell (2005) provide insights into the link between the work-life conflict and employee turnover. Maxwell suggests that managers are key to the initiation and implementation of WLB policies with some of those policies being the introduction of flexible working hours and arrangements, providing better training, breaks from work and better work support. All these strategies not only address WLB issues but also enhance employee retention (cite deery)

Strategic Human Resource Management :

The first concept of Human Resource Management (HRM) came around early 1980's. Legge (1989, cited Truss and Granthan,1994) ,argues that HRM is distinctive in a number of ways form personnel roles as HRM focuses on the management and control of subordinates, centres on the management team. Secondly, line managers play a key role in HRM in co-ordinating resources towards achieving profit, which is not the case under personnel management and, finally, the management of organizational culture is an important aspect of HRM, but plays no role in personnel management.

Strategic human resource management, or the linking of HRM with strategic goals and objectives in order to improve business performance and develop organizational cultures that foster innovation and flexibility, is a major concem as we begin to emerge from recession in the mid-1990s to face a newly defined and highly competitive marketplace.

Organizations at all levels, and in both the public and the private sectors, are increasingly tuming to SHRM techniques to pave the way for these changes, bringing erstwhile personnel departments to the forefront of organizational transformation and survival as never beforeStrategic Human Resource Management (SHRM) has evolved as a 'bridge' between business str本论文由英语论文网提供整理，提供论文代写，英语论文代写，代写论文，代写英语论文，代写留学生论文，代写英文论文，留学生论文代写相关核心关键词搜索。