HD酒店管理assignment-澳洲Assignment代写范文

澳洲Assignment代写范文:本文主要讲在酒店行业,酒店的成功主要依赖于不同的客户群体提供最佳服务的思路和方法,如何提供最优的服务给不同的客户群是关键。本文论述了澳洲HD酒店的管理模式，看看它的成功关键所在.

International Hotel management

The essay will be organized as follows. The next section highlights the existing theories concerned on development of talents in the area of human resources management. The third section will discuss how management in the hotel adopted these theories into practice. The forth section discusses the potential strategies for developing and retaining talents based on theories discussed above. The fifth section summarizes ideas discussed in previous sections and concludes the essay.

The importance of intangibles, and in particular, of human capital, is reinforced by the human resource literature. Resource theory suggests that competitive advantage of a company hinges on its specifies and not duplicated assets, and the most specific asset a company has is its personnel, according to Archel (1995). Researches in previous two decades have shown that investments in innovative work practices such as training, employee involvement and selection have a positive impact on company performance, according to Burson and Marsteller (1999). This is why many corporate executives now see human capital investment as a source of competitive advantage, as argued by Ford (2000) and Bouillon et al (1996). The same is true for hospitality industry.

As claimed by many authorities, in the labour-intensive hospitality industry the most important concern is the customers and the measurement of their relationship in terms of satisfaction, loyalty and value. These relationships could not exist without employees and human capital. Individual capabilities are required to be aggregated to offer solutions to clients, as argued by Stewart (1997, p.76). in the hospitality industry, the employees are the essence of the service, and they represent the quality and values of the entire organization and to a certain extent, they present the firm in the eyes of the customer, according to Booms and Bitner (1981). In the study done by Owen and Teare (1996), they found a close correlation between employee satisfaction and customer satisfaction. The study also concluded that high employee morale, together with low turnover rate, will experience high guest satisfaction. Human capital theory suggested by Becker (1964) states that humans comprise a valuable resource to organizations. The effective management of this human resource is important to the performance and even the survival of organizations, according to Becker and Gerhart (1996) and Doherty (1998).

M system in HIRH and potential improvement

HIRH recognizes employees accordingly on the skills, experience and level of performance they bring to their role within HIRH. Remuneration reviews for the fixed pay component of an employee’s salary plus performance-based bonuses which is evaluated annually. However, a manager has the right to award the employee an interim bonus in order to acknowledge employee through gift certificates.

HIRH should recognize and reward loyalty to the organisation through five and ten years’ service awards. For example, Staff receive 3 months long service leave on completion of ten years service with the firm. HIRH, at its total discretion, may grant employees gratuities in respect of their exceptional achievements.

Guest and colleagues (Guest 1999, 2002; Guest & Conway 1998, 2002; Guest & Peccei 2001) have identified the following set of practices as having the most positive influence on employee work attitudes and behaviour:

•  systematic and open communication

The base framework of HIRH remuneration system can be digressed as two parts

• variable pay component based on performance-linked bonuses.

As supplements to base pay, financial benefits may enhance the organisation’s ability to attract and retain high-value employees. Such benefits may also have particular taxation advantages over straight cash payments. This, in turn, may reinforce membership behaviour (i.e. attraction, retention and attendance), enhance employee well-being, work–life balance, job satisfaction and organisational commitment, and, albeit indirectly, improve work motivation and performance (Williams & MacDermid 1994). The provision of targeted non-financial benefits, such as childcare facilities, may also support diversity management and equal opportunity. Finally, the provision of some benefits is a matter of legal compliance. Obviously, the growth in mandatory benefits is attributable to new or additional legislative requirements.

Besides financial rewards, HIRH has also offered employees with non-financial fringe benefits together with leave and career benefits. According to one Australian study by Stone (2005), an employee with elder-care responsibilities loses on average three full working days per year, and a further four days are significantly disrupted.

In Australia, permanent full-time employees are entitled to take three months of leave on full pay after ten years of service and a further three months after fifteen years of service. Casual employees are now also eligible for long-service leave in Australia. In many other countries, there is no provision for long-service leave. HIRH should also offer employees to have three weeks leave after ten years of service.

On top of direct monetary benefits, HIRH should contribute a fixed percentage of earnings of employee in their superannuation package. Employees have their individual discretion to contribute more to the package.

On the other hand, most of working level employees’ payout is based on skill-based payout scheme. Skill-based pay originated as a way to reward nonexempt employees for cross skilling. HIRH should follow classical system of skill-based pay system, which is a pure base pay, for most of working employees. For executives, they adopt competency pay plans for employees. Together with the annual evaluation done by senior management, top performers are selected to have promotion in the career progression level of the career ladder.

While performance counselling is an intervention directed primarily at remedying assessed underperformance, mentoring and coaching are practices intended chiefly to enhance the effectiveness of high-potential and high-performing employees, managers and executives. Graduate trainees are assigned with a mentor to coach them to cope with business needs and develop business acumen, on top of the classroom learning and on-the-job training in the one-year training program. The mentor is usually the direct supervisor of the graduate trainee. Mentoring stands to improve one-on-one communication within the organisation, facilitates close monitoring of performance capability and achievement, provides mentees with readily applicable ‘hands-on’ learning, accelerates the rate of organisational learning, provides valuable rewards of a developmental nature that will increase normative commitment and reduce turnover of high-potential employees, and builds networks of knowledge-sharing that can enhance organisational core competencies and competitive resources.

In HIRH, graduate trainees are assigned with a mentor. The mentor helped the graduate trainee with necessary skills acquired in the business. For experienced new hires, direct line managers help to supervise their performance. As their graduate hire is more inclined to competency-based, therefore, the mentoring scheme appeared to be an effective strategy to bring new hires to adopt to the corporate environment and strategies.

Recommendations

Today, performance and reward practitioners find themselves confronted by myriad alternative design options: everything from competency-based assessment and performance coaching, with broad-graded and broad-banded base pay structures, to goal-based STIs for individuals, teams and business units, and an ever-growing range of sophisticated equity plans for employees at all levels – from those on the production line to the habitués of the executive suite. The world of the management practitioner is positively awash with competing performance and reward theories, fads and fashions, with specialist consultants ever keen to push their products, and this has made the task of managing employee performance and reward far more challenging than ever before.

Competency pay plans require considerable design and installation effort, and thus these plans make the same assumptions as skill-based pay plans about the organizational stability needed to realize a return on the up-front investment in the plan. As the firm has a well established system of evaluating employees’ competency, it is more optimal to utilize this framework to contract employees so that they can have greater incentives, instead of a pure skill exchange to the firm.

With the increasing competition of human resources in the industry, it is suggested that HIRH should consider imposing a wider bonus scheme to employees as bonuses may help preserve a competitive wage position in the market. Moreover, given the rapid change of the market and regulatory environment, it is required for employees in HIRH to acquire up-to-date skills, knowledge and competencies that it needs to be successful, as argued by Murray (1998) Therefore, other than current fringe benefits, educational benefits should be consider for exceptionally gifted employees to extend their knowledge base .

Conclusion

This essay examines the importance of human resource management, especially in the area of talent management and turnover reduction, using Holiday Inn Resort Houbour as the object of study. The existing human resource management of the hotel has offered a clear structure for employee on individual levels. It has started its management trainee program in order to discover potential managers for the organization. Mentoring is another positive for the hotel to develop necessary skills and corporate values for employees. However, the existing system may hinder flexibility for front-line employees in their interactions with customers. The strength of a clear career ladder is that employees have distinct goals to pursue and they are fully aware of necessary criteria for performance measurement.

51due留学教育原创版权郑重声明：原创留学生作业代写范文源自编辑创作，未经官方许可，网站谢绝转载。对于侵权行为，未经同意的情况下，51Due有权追究法律责任。

51due为留学生提供最好的服务，亲们可以进入主页了解和获取更多essay代写范文 提供美国作业代写以及essay代写服务，详情可以咨询我们的客服QQ:800020041。-K