Business brief Essay Example

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Gold Coast Sunshine International Hotel

Human Resource Development

BSD115 Management

Semester 2, 2013

Submission Date:


  1. Introduction

The aim of this brief is to analyse human resource development and to determine whether the issue is relevant to Gold Coast Sunshine International Hotel. Gold Coast Sunshine International Hotel is in hospitality industry whereby the organisation entertains and provides services to both local and international travellers through provision of high quality entertainment, food and beverage service. Gold Coast Sunshine International Hotel employees 200 people, and the business is located in Gold Coast and its headquarters is in Brisbane.

  1. Overview of Human Resource Development

Human resource development (HRD) is an important requirement for an organisation to operate effectively and efficiently. HRD is an approach that is utilised in expanding human capital within a company through developing both an individual employee and also the organisation as a whole with the aim of achieving improved performance (Hyde et al., 2013, p. 298). HRD is the integrated training, educating, informing, organising and developing careers with the aims of improving an individual and making an organisation to be effective. HRD ensures individuals and organisations access competencies enabling them to perform current and future tasks through predetermined learning activities (Sparrow, Farndale & Scullion, 2013, p. 1779). Moreover, HRD allows initiation and management of organisational change. Therefore, it is imperative for an organisation to encourage and champion human resource development with the aim of achieving organisational and individual requirements.

3.0 Relevance to Gold Coast Sunshine International Hotel

Human resource development is an important requirement for Gold Coast Sunshine International Hotel to ensure it achieves intended goals. HRD inclusion in Gold Coast Sunshine International Hotel operations could ensure the organization operates better and also cultivates a culture of development (Hyde et al., 2013, p. 303). Globalisation has increased the way in which people travel and dictates how things should be done. This means challenges, requirements keeps changing and therefore training, and developing the employees would ensure they are updated on changes and new requirements within the hospitality industry.

In addition, human resource development helps the employees to be committed towards their job reducing employees turn over and resulting in job satisfaction (Van Knippenberg et al., 2011, p. 320). It means reduction in costs associated with hiring and training of new employees. Moreover, trained and motivated employees increase productivity resulting in satisfaction of consumers translating to higher revenues for the organisation (Hyde et al., 2013, p. 307). Continuous human development is cheaper compared to not training the employees because of the numerous benefits associated with satisfied and informed employees. Since the benefits supersedes the challenges, training and developing employees could be beneficial to Gold Coast Sunshine International Hotel because different cultures could be addressed because frequent training and experience could allow the employees to serve the customers better.

4.0 Recommendations

Some of the recommendations to Gold Coast Sunshine International Hotel are:

  • The employees should attend frequent workshops and those aiming to pursue further education; their working schedule should be flexible. This means the employees would receive continuous information intended towards improving organisation operations.

  • Gold Coast Sunshine International Hotel should avail resources to support development of employees. Different types of resources such as financial are required and the organisation should provide these resources towards sustaining the development process.


Hyde, P., Sparrow, P.R., Boaden, R. & Harris, C. (2013). High performance HRM: NHS employee perspectives. Journal of Health Organization and Management, 27(3), 296-311.

Sparrow, P.R., Farndale, E. & Scullion, H. (2013). Global talent management in professional and financial service firms: The changing role of the corporate HR function. International Journal of Human Resource Management, 24(9), 1777-1798.

Van Knippenberg, D. , Dawson, J.F., West, M.A., & Homans, A. (2011) Diversity faultlines, shared objectives, and top management team performance. Human Relations, 64(3), 307-331.

BSD115ManagementCricos No. 00213