`Read and analyse the case study below, then write a report which covers and incorporates your response to the questions given below'. Respond to the following questions in your written report: 1. Analyse the processes and procedures of HRM and their application at Oz resort. 2. Identify the various HRM problems created by the introduction of the changes at Oz Resort. 3. Analyse each of the HRM problems you have identified, detailing the problem and its impact on the organisation and employees. 4. Relate these problems to the concepts you have studied in HRM. 5. In your report indicate how you may be able to offer assistance to Oz Resort to meet its organisational goals and objectives, through the application of your knowledge in relation to HRM functions and strategic management tools. 6. Discuss possible solutions you can recommend for the various HRM problems at Oz Resort in relation to the employment laws Acts and regulations.Oz Resort' Oz Resort is part of a chain of resorts owned and managed by Holiday Australia Ltd. Oz Resort, located in Townsville, North Queensland, has an annual turnover of $A45.2 million. It is a large resort by Australian standards, boasting 500 rooms and recreational facilities including: an 18-hole golf course, children's activity programs, water sports (e.g. scuba diving, Para-sailing, water-skiing, jet-skiing), horse-riding, tennis, bush-walking, several restaurants and a night-club. Oz Resort won an industry award five years ago for quality of service. On the wall of the Resort lobby is a large plaque with the inscription "People are the Key to Success." Oz Resort has 260 employees, of whom 40 are permanent and 220 are temporary. Most of the temporary staffs are university students recruited through personal recommendations. No formal skills or qualifications are required, as staff receive firm-specific training to enable them to develop career paths. Some staff accommodation is provided in dormitory huts next to the amenities block. Employees are provided with uniforms (hot pink bicycle shorts and t-shirt). In July 2000, there was a change of management at Oz Resort due to the previous manager being promoted to be HR Director of Holiday Australia Ltd. The new Resort Manager, Geraldine Griffin, was recruited from a competitor resort where she had created record profitability. By October 2001, Ms Griffin introduced a number of changes that had worked well in her last position. The changes were introduced without consulting staff. To cut costs, staff are now required to pay for their uniforms and to pay for the use of any of the sporting facilities offered by the Resort. At the same time, working hours per month have been increased with no accompanying pay increase. Employees are also required to work harder due to a new policy of not replacing staff who leave the resort. There has been some resistance from staff to these changes and staff turnover has increased to 30 precent per year. In the July 2002 meeting of the department managers, several complaints from employees were reported to Geraldine. First, the training promised at selection was not provided, so opportunities for promotion were non-existent. Second, employees were disgruntled as they were not paid for working overtime, despite understaffing, especially on weekends. Third, staff complained that, as the huts were designed for temporary accommodation, they were too hot and uncomfortable. Fourth, staffs were refusing to wear the uniforms as they now were required to pay for them. Geraldine was not prepared to listen. She insisted that she had a responsibility to cut costs and to make the resort more profitable. Geraldine said that the employees would get used to the changes. In the most recent customer survey conducted in September 2002, customer satisfaction appears to be declining. The customer survey indicated a number of problem areas at Oz Resort. For example, 52 precent of customers rated service as 'poor,' while 40 precent said they would "never return to Oz Resort." Specific complaints included: "Staff were too interested in having a good time themselves to look after us;" "Staff did not know what they were doing. They seemed totally inexperienced;" and "Every staff member I saw seemed to have a bad attitude." Recent figures show that profitability has dropped by 20 precent. Geraldine knows she has to ac