1.0 Introduction介绍
本文分析了雪山饭店人力资源部目前存在的问题，为其逐步采取新的战略定位提出了一些挑战。为了帮助雪山酒店实现成功转型，本文将运用人力资源业务伙伴模型的理论和人力资源部的一些职责。论文的第二部分将讨论商业伙伴模型的驱动因素和其他相关理论。第三部分将讨论集中共用服务中心的使用问题。第四部分将报告人力资源责任下放给直线经理。第五部分是对该报告的总结。This paper intends to analyze the current problems in the HR team of the SNOW Mountain Hotel, for the parent organization gradually employ one new strategic orientation and some challenges arise. In order to help the SNOW Mountain Hotel realize the successful transformation, the paper will utilize the theories of the HR business partner model and some responsibilities of the HR. The second part of the thesis will discuss the drivers of the business partner model and other related theories on it. The third part will debate on the use of centralised shared service centres. The fourth part will report on the devolution of HR responsibilities to the line managers. The fifth part will come to a conclusion on the report.
2.1 The illustration of business partner model
2.2 Internal and external drivers of the business partner model
2.3 Value to the business
2.4 Potential disadvantages of implementing the model
3.0 The use of centralized shared service centers
3.1 Explanation of shared service centres
3.2 Internal and external drivers for developing shared service centres
3.3 Benefits and drawbacks
4.0 Devolution of HR Responsibilities to the Line Managers
4.1 Meaning and aim of devolution to the line
4.2 Benefits and drawbacks
4.3 Practical issues to be addressed to ensure HR and line managers are fully engaged
5.0 Conclusion
The business partner model has been illustrated in the report. There are some internal and external drivers of the BPM. The value of the model to business is great, but the disadvantages are also obvious. The paper has also discussed the use of centralized shared service centres elaborately. In the end, the devolution of HR responsibilities to the line managers has been analyzed through three aspects. The case of the Snow Mountain Hotel has been researched in detail, which may make a contribution to the sound and fast development of the business in the long run.
6.0 References
