Hotel ManagementAssignment A Summary Introduction HRM Defines Traditional Approach Contemporary Approach to Human Resource Change Management Murrindindi Shire Council Back Ground Experience Human Resource Roles Organizational HRM Conclusion Introduction Human Resource Management (HRM) has been seen as having a traditional or contemporary approach. This document will define both approaches. The human resources approach undertaken by Murrindindi Shire Council (MSC), which was my organization until three months ago, will be reviewed in this context as will any identifiable costs or opportunities that exist. Human resource management defined as HRM is the management of an organization's staff/personnel to meet the needs and achieve the purpose of the company efficiently and effectively. Kramer McGraw Shulder (1997, p.10) defines human resource management as having three purposes: "h to improve productivity" h to ensure the quality of working life and "h to ensure legal compliance". very good at respecting the law as it is legislated as it has some serious consequences if not followed. What is generally overlooked are the financial implications of points one and two. Effective human management can contribute not only to production but also to product quality. HRM managers operate at three distinct levels, as explained by Kramer McGraw Shulder (1997, p.30): strategic, managerial and operational - Operational (short-term) levels can be spread down to lower-level management or team leaders as they directly and directly involve Traditional levels of human resources - Staff recruitment - Monitoring systems - Salaries, benefit packages - Annual appraisal systems - Training, etc. - Managerial level (short-term) This and subsequent levels tend to be levels of strategic importance to the organization - Recruitment marketing plans - Long-term compensation plans - Validation systems - Management development programs - Strategic (a long term) - to gain competitive advantage - link functions to organizational strategies Strategy as a process is defined by (Shaun Tyson 1997 p. 278) is ¡¥ a mechanism for achieving a desired objective¡¦. It can therefore be said that the HR strategy must be aligned with the business strategies or business objectives. In fact, one of the mechanisms to be used is that of Human Resources. Miller defined strategic human resources management as “those decisions and actions that concern the management of employees at all levels of the company and which are linked to the implementation of strategies aimed at creating and maintaining a competitive advantage” (Miller , 1987 p..