Comparison of Recruitment and Selection in The Hotel Industry-paper代写

本文是一篇优秀的essay范文- Comparison of Recruitment and Selection in The Hotel Industry，供大家赏析学习，这篇论文讨论了酒店业招聘与选拔的比较。随着经济的快速发展，中国的酒店业也有了很大的发展潜力。而酒店业发展最大的问题就是员工的流失，所以酒店人力资源应制定适当的招聘计划。由于酒店业的特点，对劳动力的需要是很大的，特别是那些工作经验丰富的员工，所以酒店业也要定期对员工进行培训。

INTRODUCTION

Globalization has become a key theme in the world business market, offering a great opportunity for both Eastern and Western businesses to gain a larger market share (Xu & Adler, 2009). Since the development of market economy in 1978, we know that China today has rapidly developed as one of the fastest growing economies in Asia.After three decades of economic reforms, China is developing rapidly and its gross domestic product (GDP) is growing at approximately 10% annually. China is described as one of the greatest economic successes and is becoming the world’s next economic giant (Li, 2007). Especially since growth has slowed in the United States and Europe, multinational corporations are targeting China as their potential market for future expansion, including international hotel chains (Ferreira &Alon, 2008).Moreover, with the increasing inflows of translational corporations and capitals, more and more Chinese executives were also employed by multinational companies to work with western management practices (Ding et al., 2000).

With the rapid development of economy, China's hotel industry has strong potential expanding chance.Hotel constructed almost everywhere, not only was the first-tier cities, but also have a few small cities, they cooperate with the international hotel companies, and try to set up any type of hotel.Nowadays, in China, we have many different types of hotels, such as luxury hotels, budget hotels, boutique hotels, etc.

Because of the hotel industry has grown in importance and plays an essential role in fostering tourism and local economic development (Jones, Hillier, & Comfort, 2014). According to Shen and Huang’s research (2012), China’s tourism experienced rapid growth averaging 22.5% annual growth rate since 1994. Based on a report of the World Tourism Organization, China ranked as the fourth popular destination with 133 million visitors (Hardingham, 2012).

The Western hotel and leisure vacation market has been depressed and now anchors its hope on the Eastern market, especially the Chinese market (Anonymous, 2012), despite the latter, which has a gap in services. However, according to STR report 2013, Beijing, Shanghai, Guangdong and other area that the hotel staff turnover rate reached 35%. Some areas even get high as 49% in their hotel industry. Based on the hotel staff loss is very big, tend to make regular recruit and formed a "funnel" phenomenon, often recruit to so many people and loss professional workers at the same time. According to the development and the actual situation, the hotel human resource should formulate appropriate recruitment plan.

In the West, studies conducted in the United States and the United Kingdom demonstrated that there is a causal link between the practices of human resource management and organizational performance (Huselid, 1995; MacDuffie, 1995; Ichniowski et al., 1996; Patterson et al., 1998). The studies indicate that the more coherent and integrated human resource techniques, the greater output, productivity and overall organizational performances. However, the changing HR issues in China is still known less, so knowing about how to better integrate the Western recruitment and management practices into the Chinese lodging is particularly important for China to greater develop its hotel industry. Before the ambitious integration between Chinese lodging and Western recruitment and management practices, a careful study about different organizational contexts in different management styles between China and other Western countries is important and necessary.

Statement of problem

In this article, by comparing the different cultures, backgrounds, and recruitment techniques between U.S. and China, especially externalrecruitment and selection process, the study will specifically talk about what are the main differences between the United States and China in the areas of externalrecruitment and selection processes, basing on luxury hotel for both Chinese and U.S. lodging industry.

Moreover, an overview of the different cultures as well as different externalrecruitment techniques between China and the United State will also be included in the examination of different external recruitment.Specifically, this thesis point of view should pay more attention to front desk and housekeeping department inluxury hotel and upscale hotel rather than the economic hotel in these two countries.

Objective

Due to the different cultures and epoch backgrounds, practices of HR and Recruitment in various countries are also socially and economically propagated in various ways. Because of increased competition in the multinational hotel industry, a better understanding of human resources has become a crucial factor for maintaining hotel’s competitive advantages (Maroudas, Kyriakidou, &Vacharis, 2008; Ferreira &Alon, 2008). Though the superficial recruitment and selection processes about lodging in these two countries have a high degree of commonality, the different inherent cultures and traits of these two countries will also sustainably produce a variety of differences in their lodging recruitments.

Therefore, to examine the differences between the United State and China in their recruitment and selection processes related to lodging is also important for them to learn from the other’s strong points and to help better develop their own hotel industries more successfully. The findings from the study will offer hotel managers and human resources managers’ new insights. Such insights could proactively help hotels select the most appropriate employees, maintain high service quality, and reduce conflicts among different policies and cultures.

LITERATURE REVIEW

The global tourism sector is facing four concerns relating to managing employees.Naidu(2013) mentions that there are four issues to manage employee such as skill shortage, negative image of the hotel sector in managing employees, cultural barriers that may limit the employment of women, poor rewards and benefits structure,lack of training and development of the employees. Hotels need to implement best HRM practices to address these four concerns. Meanwhile, Naidu and Chand (2013) argue the importance of implementing best HRM practices. According to their argument, there are six importance of implementing best HRM practices such as motivate employees to improve the quality of service delivery, sharpen the knowledge and skills of employees, ensure that right employees are recruited and placed at the right jobs, provide equal employment opportunities for all, provide fair compensation and benefits for all, reduce employee stress, workload and improve the quality of work life for all. As a result, the theoretical perspectives used in this paper will be drawn from the literature related to HRM and SHRM.

Numerous studies have been conducted about multinational companies’ human resources management. Research has included issues in the global hospitality industry (eg., Duncan, 2005; Uma, 2011); current issues that human resources managers have faced related to hospitality in Asia have been addressed (eg., Doherty, Klenert, &Manfredi, 2007; Yang, & Cherry, 2008). Some general literature has covered human resources problems encountered in China, across industries (Dessler, 2006). However, there are limited studies focused on the differences between the United State and China in their recruitment and selection processes related to lodging.

Since most Western hotel group reach the Chinese market, HRM become the common sense for Chinese hotel industry. The transition of the Chinese economy from a centrally planned economy to a market-oriented economy has influenced the HRM practices used by the hotel sector of China. Leung et al. (2001) examined best HRM practices in joint venture hotels in China. Leung and his colleagues found that fairness in the pay system between expatriates and locals is a best HRM practice used by the joint venture hotels in China. Zhang and Wu (2004) used hotel perspective, travel perspective and university perspective to examine best HRM practices in the hotel sector of China. Zhang and Wu (2004), Qiu and Lam (2004) and Kong et al. (2011) identified three best HRM practices in the hotel sector of China and these are training and development; proper recruitment and selection; and competitive salary and benefits package. Liu and Wall (2005), Kong and Baum (2006), Hai-yan and Baum (2006) and Mak (2008) found that best HRM practice in the hotel sector of China is recruitment and development. Liu and Wall (2005) argued that human resource development was neglected as the Chinese economy was transiting from a centrally planned economy to a market-oriented economy. Gu et al. (2012), Kong et al. (2012) and Gross et al. (2013) found that career planning and development is a best HRM practice in the hotel sector of China.

Due to the character of the hotel industry, there is a huge demand for labor, especially qualified and skilled employees (Shen & Huang, 2012; Kong, Cheung, & Zhang, 2010; Kong & Cheung, 2009; Zhang & Wu, 2004; Vanhonacker& Pan, 1997). It is also difficult to attract graduates to join the industry (Ferreira &Alon, 2008). Thus, a shortage of educated and/or skilled employees is remains a major challenge for multinational hotels. The McKinsey Global Institute estimates that of 4.9 million university students graduate in 2006, only 10 percent had competences necessary to work in multinational corporations. Lack of basic education, lack of foreign language skills, lack of interpersonal skills, lack of a service-oriented mentality, and lack of an attitude toward teamwork were the major problems among the younger generation of Chinese. Some researchers showed that the One-Child Policy in China also may have a negative impact on the young generation (Zhang & Wu, 2004).

Common challenges and issues like low-pay, shortage of qualified employees, and lack of training and motivation are faced by human resource departments all over the world. Clulu and Dragan (2010) focused on the case of Romania and that lacks qualified staff in the hospitality industry. Results support former literature that stated that employees are underpaid, undertrained, and lack motivation. Similarly, Davidson, Guilding, and Timo (2006) investigated employment in domestic and multinational luxury hotels in Australia. Results of the survey highlighted that the hotel industry is segmented as a low-wage labor industry. Furthermore, the human resources function has little power in a hotel corporation. Uma (2011) indicated one phenomenon that is particularly distinct in immigration countries such as the United States, is workforce diversity within today’s organizations. This also aligns with Wright’s research (2007) that minority and migrant workers are significantly important in England’s hospitality industry. The challenges faced by human resources managers also may vary according to the national culture. According to Alder and Rigg (2012), punctuality, educational levels, productivity, and low skill levels were identified as major human resources issues in Jamaica. Due to the conformity to mediocrity in their culture, punctuality and low productivity are prominent in daily work. Yu and Huat (1995) mentioned that the globalization of hotels may create a great challenge for human resources professionals to recruit qualified managers for overseas properties. Globalization requires organizations to increase their ability to collaborate and manage diverse employees in hotel corporations.

All companies face the same difficulties mentioned above, no matter whether they are international or domestic. However, a study by Bjorkman, Fey and Park (2007) indicated a special different between two countries, faced by multinational corporations. Many scholars emphasized that globalization has caused many challenges in human resources functions in multinational corporations because it is not easy to translate global policy into local practices (Cieri&Bardoel, 2009). The major differences that human resources managers face in Asia also are related to “people.” According to Yang and Cherry (2008), three major human resources management differences between the Taiwanese hospitality industry and the U.S are service quality, staff recruitment and selection, and training and development. Some scholars emphasized that the difficulty in finding qualified Asian graduates to meet the international standard is a threat when the multinational company expands in the Asian region (Doherty &Klenert, 2007; Esichaikul& Baum, 1998). Even if hotels were to find qualified employees, many scholars highlighted that training is one of the key factors needing to be emphasized. Bagri, Babu and Kukreti (2010) suggested that a significant gap exists between what skills or experiences are expected from new employees and what is available from employees.

Research has investigated challenges that human resources managers have encountered in China, challenges resulting from China’s rise as a place of great potential in the global market. Based on Milila’s research (2007), top concerns of multinational corporations in China were to attract, train, and retain talented employees. This thinking aligns with Fox’s (2007) view that it is “scarcity in a sea of plenty” (p. 40) in China -- the only shortage is skilled and qualified employees who can meet the international standard. Zhang and Cai (2002) identified that on-job training was the major problem faced by the hospitality industry. Furthermore, according to Max (2009), high turnover is a primary concern for human resources managers today.

Various factors contribute to the effectiveness of human resources management in multinational hotels in China. Based on a review of a significant amount of literature focusing on human resources management worldwide and in China, the main challenges multinational hotel human resources managers face can be divided into three categories: recruitment and selection, training and development, and retention and turnover. Although these differences between the China and U.S. have been mentioned several times at all three levels of the literature review (global, Asia, and China), few of the studies have focused on multinational hotels. None of these researches has been focus onfront desk and housekeeping departmentin multinational luxury hotel level. Thus, the present study will fill some of the gap in the literature.

According to Shen and Huang (2012), nearly 7 millions migrant workers were employed in the hospitality industry in China in 2004. Most of those employees worked under heavy loads with low payment, perhaps barely support their lives in cities like Shanghai and Beijing. Their life satisfaction may have been affected by the turnover rate in hospitality. Due to the high turnover rate of migrant workers, hotels have been reluctant to offer them comprehensive training, leading the hotel industry to be in a worse situation due to a shortage of qualified employees.

Definition of terminology

Recruitment

As human resource management function, recruitment is one of the most critical activities affect enterprise performance.Although it is understood and accepted, poor hiring decisions continue to influence organizational performance and goal achievement, it is the public service agencies in many jurisdictions, to determine and implement the new, effective recruitment strategies.In some areas, the existing law inhibition change;in other areas, inhibiting factor is the management of inertia.

External recruitment

External recruitment methods can be divided into two types: informal and formal.Informal recruitment methods are smaller than the formal method of the market.These methods may include former hire employees, select the "intruder" applicant active and keep in file.The uses of the referral form informal recruitment methods.Because of they are cheaper to use and can realize quick, informal recruitment methods is a common recruiting civil servants and other grassroots recruits who are more likely than other groups have submitted applications.To participate in internship program before the student can also easy and cheap access to.As the formalization ways of external recruitment needs in the Labor market for a wider range of job seekers, because there is no before a connection to the organization.These methods traditionally include newspapers/magazines/magazine ads, employment agencies and the use of headhunters, and university recruitment.

METHODOLOGY

Sampling Procedure

This paper will use the some interview to do the research.There are two major selection criteria for the participants of the study. Frist, the interviewees had to be a director of human resources or another executive currently in charge of these duties. Second, the interviewees must have been working in an international hotel in U.S and China, which generally refers to four and five star-rated hotels.

In U.S, Houston, as the most populous city in Texas and the American South, and the fourth most populous city in the United States, was targeted as the major city for the interview. Another reason for choosing Houston as the target city was the accessibility factor for the researcher.

In China, Shanghai, as one of the largest cities in China, was targeted as the major city for the interview.

To have more human resources managers participate, snowball sampling was adopted. According to the literature, snowball sampling is an effective and efficient way to recruit participants when it is difficult for the researcher to access the hidden population. When the sample is set up, adequate useful data is gathered for research. Although the selection procedure of snowball sampling may have bias because it is not a random sample, the participants recruited in the present study met all the selection criteria of the researcher. Five human resources managers were asked after their interview session whether they could recommend acquaintances who were human resources managers in star-rate hotels in Houston. All initial interviewees helped recruit new human resources managers. Thus, another five human resources managers were gained. Therefore, all ten human resources managers recruited. Questionnaires were sent to all respondents prior to the interview to enable interviewee time.

Measurement of variables

The variables measured in this study were HRM practices. Different authors have measured HRM practices differently. This paper adopts the measures of HRM practices used by Xiao and O’Neill (2010), Dawson et al. (2012), Wang et al. (2012), Alonso-Almeida and Bremser (2013), Boluk (2013). In total, 11 items were categorised under recruitment and selection practices and these 11 items were internal recruitment; external recruitment; employment test in selection; equal employment opportunities; merit-based recruitment; realistic job previews in recruitment and selection; talent- and experienced-based recruitment; behavioural profiling in recruitment and selection; and seasonal recruitment. Five items were categorised under employee consultation and cooperation practices and these five items were collaboratively setting the goals and objectives of the organisation; right staff at the right place of service; employee involvement in quality control circles; using attitudes survey to control quality; and team briefing.

Design of the Questionnaire

The questionnaire for this interview was developed based on the study of the relevant literature and interview instruments. Generated from a review of the literature, the questionnaire included the major recruitment and selection method, and the major challenge faced by human resources managers.

For the first aspect, questions like “ Why you prefer this recruitment method?,” “ Is there any benefit to use this recruitment method?” and “ How do human resources managers recruit qualified employees?”  were raised to determine the recruitment method of employees. In terms of second aspect, questions like “Which selection method is the major method?,” “Why?” and “ Is there any benefit to use this selection method?” were asked to investigate the selection systems from different hotel brands. Regarding the third part, questions like “ What challenge do you face when recruitment?,” “Why are employees not qualified?” were listed to determine the factors that may influence the recruitment and selection. In addition, perceptions about reason of these issues and methods used to solve these challenge were discussed.

Data Collection

The in-depth, semi-structured interview approach was adopted because questions are not pre-determined and respondents are encouraged to talk freely in depth without constraints. To avoid missing any questions, all interviews were conducted following a set of questions.

Face to face interviews were conducted in the fall of 2015 with a total of 10 human resources managers in Houston, U.S. and another 10 human resources managers face to face interviews will conduct in the winter of 2015 in China, Shanghai. All of the interviews were recorded. Interview sessions lasted approximately 30 minutes. Participants were told that they would not receive compensation either during the interview session or afterwards. During the interview, participants were encouraged to relate their recent or previous experiences. The interviewer utilized skills of probing and paraphrasing to facilitate interviewees’ recalls; delayed responses were allowed. All discuss could not be identified during or after the coding process.

After each interview and data collection, new categories were added from the previous interview by the researcher. Based on the previous interviews, the new questions were asked in the next interview. The theoretical sampling method helped to maintain consistency and lack of variation of concepts. The process of theoretical sampling only stopped when the research reached saturation (Xu, 2009). Although it is difficult to reach final saturation, the researcher attempted to make sure the issues she raised represented considerable depth and breadth of the study’s topic. In the current study, the researcher judged the time to stop theoretical sampling by focusing on the repetition of answers. Saturation had been reached when the participants’ responses were frequently repeated and no major new issues were raised.

Data Analysis

The researcher started data analysis after the first interview. After all interview, the researcher transcribed the digital recordings of the interviews into text. At the same time, the researcher translated interviews in China into English for further analysis.

To gain comprehensive understandings of difference of recruitment and selection from different perspectives, the analyses were conducted in two separate ways. One way was to compare the different hotel manager brand. Each of the managers was given a code instead of their real name and hotel brand. The other way is to compare the different country. The approach is proper for text data that reflects the experiences of survey participants. The approach also derives a theoretical model from the data rather than only through the extant literature. Finally, based on the findings from both analyses, the study aimed to determine the difference of recruitment and selection between USA and China. In the coding and analyzing process, a technique of comparative analysis was used. Coding started with open coding, which means codes were identified only to find out the core meaning without any constraints or purpose. At this stage, the researcher evaluated the raw data and looked for relevant themes. Then these themes were categorized and labeled according to various concepts or ideas. Subcategories were then determined under each theme with their own code.

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