Omran Human Resources Management

A favorable compensation philosophy is indicative of the commitment by management to put the interests and welfare of the employees at heart. It is important that the recruitment model and compensation policy work hand in hand towards fostering retention and exponential growth of the business in the industry. The essence of better human resource management strategy is to organize the performance of an organization in a reflection of the need for the employees to be driven by creativity that will inspire innovation. A good human resource management framework goes a long way towards enhancing the capacity of an organization to significantly gain the competitive advantage across different market segments to expand the market niche. A compensation philosophy is an important feature that allows an organization to attract the best talent in the labor market and eliminate costly employee turnover instances that erode the competitiveness of the organization (Armstrong, & Taylor, 2014).

The organization was established back in 2005 and credited with signature inventions that define the key tourism, heritage, and urban developments. The company takes the pride of having established significant infrastructural progression in the Sultanate of Oman geared towards supporting the exponential growth of tourism activities in the country (About Omran, n. d. The company stands on the success of putting up iconic developments in Oman such as the Millennium Resort Mussanah that hosted the second Asian beach games in 2010. Omran has evolved over time and manifested their operations as a company responsible for delivery of the best infrastructural developments for the growth of tourism. The asset portfolio of the company takes cognizance of the need to advance the performance through developing a human resource component that aligns with the organizational culture of creativity and innovation.

Omran requires their employees to have in place a lot of confidence that the organization has their interests at heart and it is committed to ensuring the operations create a model that delivers better outcomes for the Sultanate of Oman. The company positions their objectives to reflect the world-class expectations that will endeavor to advance the competitiveness of the infrastructure that attracts droves of tourism into the country. The success of the organization lies in how the management positions their operations towards having the human resource drive the growth strategy. Omran understands perfectly well the significance of investing in a human resource capital that believes in excellence and creativity without consistent disruptions of staff turnover. Omran human resources strategy understands better the need to provide their employees with a platform to develop skills and enhance their creativity towards improving the quality of performance for the better good of the organization.

The utilization of different motivational theories in Omran’s strategy of managing their human capital has made it possible for the organization to attract the best talent from within Oman and internationally that project the organization as the epitome of excellence. The selection process of employees as part of the recruitment activity in which Omran Company desires to get the best employees that would match the job requirements serves as the initial steps of getting the right talent for the job. Most organizations have an organizational culture of selection that seeks to present a system that recognizes the attaining of some values which will transform employee output to the better through applying motivational initiatives (Hollenbeck, & Jamieson, 2015). The quality of human resources is reflected from the capacity of the organization to have a recruitment process that is fair and based on merit to get individuals with the right attitude and passion for the job (Bamberger, Biron & Meshoulam, 2014).

The Herzberg Two-factor theory develops a substantive analysis of the work environment and moves ahead to offer guidance on areas other than increased remuneration that guarantee employee satisfaction. The theory focuses on employee satisfaction or dissatisfaction from a broad-based view of several factors that affect the emotions and feeling of an individual regarding a particular job. The theory positively impacts the operations of the human resource component in attaining substantive staff retention. The organizing of the human resource component through the application of the theory comes in handy through the initiation of a team that resonates with the challenging market pressure (Kaufman, 2015). The tourism industry is service oriented and is based on appearance and requires Omran to invest in employee innovative input to develop the best infrastructure that attracts the world to the Sultanate of Oman.

The employees, for instance, are supposed to feel their output makes significant success in tackling numerous organizational challenges and they are useful in the execution of their duties. Recommendations The use of Hertzberg two-factor theory as a tool to develop the motivation model that will yield significant gains when it comes to Omran's execution of their mandate should recognize the challenge of the system. The organization should look into the limitations of the Hertzberg two-factor theory especially regarding the inability to recognize the dynamic nature of human beings. The reasons for satisfaction and dissatisfaction might not honestly articulate the factors that prevent an employee from seeking new avenues. The employees are likely to relate job pressures and the pay structure as factors for dissatisfaction as they uphold their performance as reasons behind job satisfaction.

Task Two Omran organizational structure understands the significance of the human resource strategy when it comes to implementing their objectives that desire to attain gains from the construction industry. An ideal tourism development partner in the Sultanate of Oman relies on the input of a model that recognizes the need to put in place a model that needs evolve with the dynamic nature of performance development systems. Training and performance appraisal affords an organization the opportunity to traverse the challenging business environment that requires innovation to gain substantive gains in the market (Kaufman, 2015). The essence of continuous training is to provide the organization with the opportunity to evaluate their level of excellence in the market through recognition of market demands. The human resource component is exposed to a dynamic world that requires an entity to improve their strategy and competencies in recognition of the need to advance better performance.

Modern human resource practices go an extra mile to offer a broader set of functions that include training, selection, compensation, motivation, maintenance of insurance and employee benefits schemes (Rothausen, Henderson, Arnold, & Malshe, 2017). The traditional personnel management had limited training without performance evaluation schemes that focus on the need to improve employee performance while modern practices focus on data analytics and evaluation of employee outputs. Moreover, traditional personnel management operated under a system in which employees were required to get versed with what is allowed in the workplace and what is not allowed without any form of reference. A modern human resource practice on the other end provides for the establishment of employee handbooks that illustrate a set of rules and regulations that should guide employees while in the workplace.

A code of conduct is an instrument available to most organizations that define the required type of behavior among the employees and how they should behave in fostering better relations in the organization to facilitate the achievement of organizational prospects. The performance management structure recognizes the need to develop a model that focuses on creating a working environment in which employees merit is recognized and fairly rewarded. Employees often desire to attain the self-actualization level of satisfaction of the Maslow hierarchy of needs making it imperative for the entity to recognize the need to motivate employees towards such an objective. The effectiveness of an Appraisal System Omran human resources management framework underscores the fact that efficient performance appraisal systems ensure that compensation schemes adhere to the motivational needs of employees to inspire their input in boosting performance.

The activities of performance appraisal should be a fair system that is backed by facts and evidence to support the assessment of employee performance that equally helps one achieve personal progression. The evaluation requires taking cognizance of the underlying nature of an individual's job compared to their performance in ascertaining areas that need considerable improvement (Mosley, Megginson, & Pietri, 2008). A process that appeals to the underlying needs of employees to set up a fair system of assessment improves the quality of performance by both the employees and the organization. Organizational performance and employees’ career growth rely on an objective performance appraisal system that will allow exclusive improvement of results. Omran has taken up the modern models of performance management that assure of a mechanism responsible for initiating a system that ensures the compensation strategy impacts the performance of every employee in the organization.

Moreover, the objective of the staffing strategy should be to encourage prudent decision making by the management. Decision making determines how they manage the levels or risk exposure, reflect regulatory guidance on human resource administration, and retain the best talent that will spearhead the company to success in the industry. Employee dissatisfaction and turnover crises in the Malaysian hospitality industry.  International Journal of Business and Management, 8(5), 62. http://dx. doi. org/10. Routledge. Deery, M. , & Jago, L. Revisiting talent management, work-life balance, and retention strategies.  International Journal of Contemporary Hospitality Management, 27(3), 453-472. org/10. 1007/s10551-013-1634-1 Farndale, E. , Raghuram, S. , Gully, S. , Liu, X. Employee compensation: The neglected area of HRM research.  Human Resource Management Review, 24(1), 1-4. Hollenbeck, J. R. , & Jamieson, B.