explicitly on Schuler and Jackson’s typology, develop a case study analysis of a
‘designer restaurant’. Such a restaurant might be though of as potentially developing
a more sophisticated approach to HRM as they sought to differentiate themselves
from chain establishments such as Hard Rock Café and TGI Friday’s.
However, although the restaurant had moved to a more sophisticated approach to
HRM in areas like planning, training and development and appraisal, and ostensibly
sought an ‘innovation’ strategy, ‘there was little real evidence that human
resources were seen as a source of competitive advantage’ (p. 434). Instead, the
HRM approaches adopted by the restaurant were much more reflective of immediate
environmental constraints, such as the difficulties in recruiting and retaining
staff.