... | |Cloud Hotels PLC | |Case Study | |Alistair Charles | |Dec. 2012 | Dec. 2012: Background Information on the Organisation Cloud Hotels, PLC, owns more than 60 hotels throughout the United Kingdom. Despite the current economic climate they recently acquired a small hotel chain headquartered in Spain. Cloud’s chief executive decided that half of the new hotels in Spain would be retained and rebranded as part of the Cloud Hotels Group; the other half will be sold. This will support Cloud’s strategic objective of growing the organisation slowly to make sure that new ventures are well supported and opened on time and on budget. Cloud’s hotels are considered budget accommodations; they are functional, clean and reasonably priced. Most guests stay for one to three nights and are a combination of business and leisure travelers. The hotels are typically situated in urban locations that are easily accessible by public transport. Tourists are attracted to these hotels in popular visitor destinations where the many local...
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...Table of Contents Acknowledgements 3 Introduction 4 Part 1 5 1. Operations Division 5 1.1 Unqualified practice of training 5 1.2 Team work relies on Performance-based-bonuses. 5 1.3 Issues within and between teams 6 2. Support Services Division 6 2.1 Lack of employees’ participation 6 3. Information Technology Services Division 7 3.1 Informal atmosphere leads to disorganized tasks 7 3.2 Formal system lead to rigid behaviour of employees 7 4. Marketing & Sales Division 8 4.1 Inapplicable method of recruitment & selection 8 4.2 Lack of training and development 9 Conclusions 9 Proposal for a Recommendation on Training and Developing Staff in Gateaway Engineering Limited 10 1. Introduction 10 2. Proposed recommendation for each division 11 2.1 Operations Division 11 2.2 Support Services Division 12 2.3 IT Services Division 12 2.4 Marketing & Sales Division 14 3. Case Study Examples: Learning is Business at Nokia 15 References 16 Bibliography 18 Acknowledgements At this time it gives me great pleasure to acknowledge gratitude to the Mrs. Hanaliza who has made the completion of this assignment possible. Without your support and encouragement I would not have been able to achieve my goal. Most especially thanks to all my family and friends for their supports. And to God, who made all things possible. Introduction For 47 years, the company has made excellent performances for its special techniques and management system which attracted...
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...implications of human resource practices in the Four Seasons brand. Unless diversity is supported, discrimination can appear in some cases, having a negative effect on the running of the business. Also, working in groups makes a great contribution to the company’s performance, allowing creativity to be put into practice. Leadership is the greatest issue, as it can make the difference. Following a vision of his own, the leader can influence each department and also control staff’s and customer’s emotions as they represent the key to a better reputation of the brand. Lastly, a personal reflection upon the workshops was written, illustrating the fact that they represent a better command of the subject. 2. Diversity and Groups Nowadays, managing a hotel brand is done with the help on diversity management (Mor Barak, 2005). There exist four magnitudes of diversity: tenancy, age, sex and race. After a study conducted by Ely (2004), race and sex are not irrelevant to performance, as opposed to tenancy and age which are judged by experienced staff who believe that wisdom comes with age. Cooperation and teamwork represent the key to the issue. Banks in the USA developed diversity education programs where employees were stimulated to work with the ones they did not accept, results being highly positive and thus leading to a better collaboration in the at near future (Ely, 2004). For the Four Seasons brand, extensive research needs to be carried out, starting with the company’s website, which...
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...Resource Practices In Hotel Industry Visit hrmba.blogspot.com allmbastuff.blogspot.com for more project reports, notes, presentations etc. INTRODUCTION TO HOTEL INDUSTRY One of the fastest growing sectors of the economy of our time is the hotel industry. The hotel industry alone is a multi-billion dollar and growing enterprise. It is exciting, never boring and offer unlimited opportunities. The hotel industry is diverse enough for people to work in different areas of interest and still be employed within the hotel industry. This trend is not just in India, but also globally. Modern hotels provide refined services to their guests. The customers or guests are always right. This principle necessitated application of management principles in the hotel industry and the hotel professionals realized the instrumentality of marketing principles in managing the hotel industry. The concept of total quality management is found getting an important place in the marketing management of hotels. The emerging positive trend in the tourism industry indicates that hotel industry is like a reservoir from where the foreign exchange flows. This naturally draws our attention on HOTEL MANAGEMENT. Like other industries, the hotel industry also needs to explore avenues for innovation, so that a fair blending of core and peripheral services is 1 Human Resource Practices In Hotel Industry made possible. It is not to be forgotten that the leading hotel companies of the world...
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...PORTFOLIO BUILDER BSBINN601A Manage Organisational Change Candidate Name: | | Company: | | Date of submission: | | Name of Assessor: | | RTO: | Management Consultancy International | Project Overview Part 1 In this project you will be required to work as a senior human resources manager within a fictitious organisation called the International Hotel Group. (If conducting this project in your workplace or in your college or training organisation, work with the relevant staff from that team). You will be required to identify the need for a strategic change and a major operational change and develop, implement and review the change management strategy. In this task you will be required to identify the need for strategic and operational change. * You will need to access information about your organisation’s current strategic directions. * If working in a simulated situation you will be provided with information and a scenario. a) Write a list of possible needs for change. To do this you will need to do some or all of the following: * Review organisation’s strategic plans * Review relevant policies and procedures * Consider any environmental events or trends * Review operational procedures * Consult relevant specialists and experts b) Consult with relevant managers to discuss and prioritise identified change requirements. Prepare a report that outlines the outcomes of this meeting. (If completing this activity...
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...HUM0125V General Summary: Responsible for providing first-class Emergency service to the Hr Manager and management team to deliver an excellent staff experience while assisting with Hr strategy. Essential Duties and Responsibilities: 1. Provide and deliver first-class ER services to Hr Manager and management team 2. Assist HR Manager with Hr strategy including succession planning processes in individual hotels 3. Manage employee relations issues in the hotel in a confidential manner, including disciplinaries, grievances, and capability 4. Ensure recruitment and selection process is adhered to and ensure that appropriate immigration checks are carried out 5. Help achieve departmental goals 6. Support the hotel with departmental training requirements 7. Control costs when possible and assist in meeting hotel/departmental financial targets 8. Ensure pay reviews/absence monitoring/wage queries are managed in line with company guidelines 9. Ensure completion of training for hotel security, fire regulations and other health and safety legislation 10. Work with local organizations and schools to promote the hospitality industry 11. Assist and resolve team member and management queries. 12. Perform related duties as assigned or as the situation dictates Required Knowledge, Skills, and Abilities: 1. Previous experience in Hr 2. Chartered Institute of Personnel Development (CIPD) 3. Have a positive attitude include...
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...innovative HR practices, which earned it the reputation of being 'the best place to work' in the hospitality industry. It describes Marriott's 'Spirit to Serve' culture and the company's HR philosophy which guided its various HR initiatives. The case gives an overview of the best practices employed by the company in the recruitment, selection, training and development of employees. It also details the employee retention strategies and grievance redressal system at Marriott. Finally, the case reviews the benefits reaped by the company because of its employee friendly HR practices. | | ------------------------------------------------- Issues: » Understand the role of an organizational philosophy and culture in the development of human resource policies in a multinational organization » Get insights into the HR best practices of a large global service organization » Understand the role of employee development programs for retaining employees and improving organizational productivity » Appreciate the benefits that accrue to an organization through the use of employee-friendly policies ------------------------------------------------- The Spirit to Serve Once, when a customer checked in at an Anaheim Marriott hotel, she was in a very disturbed state of mind. It was on her way to the hotel that she learnt of her sister's death. The worst part was that she had to wait the whole night at the hotel to board a flight the next morning. As she checked into the hotel, Charles...
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...Strategy Map for the Hotel Paris. Utilize the hierarchy of links that includes the following areas: (a) Hotel’s HR policies and practices; (b) Necessary employee competencies, behaviors, and skills; and (c) Three (3) required strategic goals or outcomes. See Figure 3-6 in your text for guidance. 2. HR Metrics. Based on Figure 3-9 and Table 3-1, identify the four (4) most appropriate metrics the Hotel Paris should use to measure its HR practices. Be sure to provide support for your selected metrics. 3. Recruitment Sources. Based on the hotel’s required employee competencies behaviors, and skills, stipulate the three (3) most effective recruiting sources (internal and/or outside sources) the Hotel Paris should utilize. Be sure to provide support for your selection of recruiting sources. 4. Measurement of Recruiting Effectiveness. What approach would you suggest the hotel use to measure the effectiveness of its recruiting efforts? Support is expected. 5. Employee Tests: Personality. The Hotel Paris has employees in several job categories: front-desk clerk, valet, door greeter, security guard, service positions (housekeeping and food service), and assistant manager. Select two (2) of the above jobs and provide examples of two (2) personality test items you would suggest the hotel use to select employees for these jobs. Provide specific support for your suggestions. 6. Employee Testing. Based on your analysis of the Hotel Paris’ situation in prior...
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...The International Journal of Human Resource Management 9:1 February 1998 HRM strategies and labour turnover in the hotel industry: A comparative study of Australia and Singapore Angeline Cheng and Alan Brown Abstract This study explores the perceptions of HR managers on the strategic management of labour tumover in a selection of large hotels in Australia and Singapore, The main argument is that the effects of labour tumover can be mitigated with strategically managed human resources through the four key HR activities. The hotel industries in both Singapore and Australia revealed a comparable range of HR policies and practices being adopted, with an explicit recognition of the contribution an organization's human resources have on the bottom-line. There was a clear convergence towards minimizing tumover primarily through the recruitment, selection and induction processes. This was despite fundamental social, economic and labour differences between Singapore and Australia, Keywords Introduction In recent years, there has been widening recognition that human resource management (HRM) strategies impact on an organization's perfomiance and bottom-line results, contributing to overall effectiveness (Nankervis and Debrah, 1995). Particularly in the service industry, the effective utilization of human resources can give an organization its competitive edge (Schneider and Bowen, 1993). This has led to an increased interdependency of corporate strategy with human resource management...
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...Cavite State University Carmona Market drive Carmona Cavite Research Paper CAREER OPPORTUNITIES FOR HOTEL AND RESTAURANT MANAGEMENT Submitted by: Gallego Bryan M. BSHRM – 1A Submitted to: Shella Rose Diaz THE HISTORY OF HOTEL & RESTAURANT MANAGEMENT I observed that Travelers throughout the world have always sought hospitable places to rest and eat. Although modern hotels feature conveniences such as televisions, en-suite showers and minibars, they fulfill the same purpose as ancient rooms and boarding houses. The history of hotel and restaurant management goes back many years but has always involved the essential concept of hospitality. The term "hospitality" derives from "hospice," meaning a place of rest for travelers. EUROPE In the Middle Ages, European monasteries and abbeys first opened their doors to offer hospitality to travelers. Over time, business people took over the management of many of these inns. During the 19th century, the Industrial Revolution heralded the opening of hotels in Europe's major cities. The owners of many of these hotels aimed to attract wealthy travelers by building intricate and ornate buildings. Throughout the 20th century, hotels sprang up across Europe in mountain and resort regions. The European hospitality industry is a growing industry and encourages its managers to develop an international approach to hotel and restaurant management. INNS FOR TRAVELERS From the beginning of the enterprising individuals built and developed inns...
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...and the employees. There many levels of management in each of the industries. There are different operating criteria for hotels and motels and resorts in the lodging industry. Motels might be family owned on a smaller scale with operating expenses location is out in the suburbs and more families or truckers coming through and less employees, hotels with a general manager having to ensure everything runs smoothly from the front all the way through. have locations mostly downtown or airports for the business people. Resorts are mostly in secluded locations where the general managers must see that their vacations are the employees look like they are on vacation as well as the guests. The general managers in any case must ensure that all hotel guests are comfortable, the hotel is on budget and the cleanliness of the hotel is up to standards. Food and beverage manager oversees all food and beverage operations including liquor and bar procedures, food control, sanitation and cost. They also need to know and understand the legal sanitation codes. Properly evaluate inventory of liquor, beer, wine non-alcholic beverages and food. Three practices in the Human Resource in food and beverage industry are, it is lower centralization of the HR, specialization and focus recruiting. Centralizing the HR helps economize and bring together the knowledge of the organization. Specialization develops a plan, process management...
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...Case Study Three: Approaches to HRM in the hotel Sector As outlined in Box 3.1, HRM in the hotel sector is strongly influenced by the variability of demand, particularly in those establishments serving the seasonal tourism industry. The hotel sector is also heavily dependant on the external labour market as staff turnover is typically high and, therefore, a ready supply of both skilled and unskilled labour is often required to meet customer demand. This high turnover often results in problems of skills shortages in key operational areas, such as waiting or kitchen staff. However, while the hotel industry context often acts to constrain managers’ choice in HRM strategy, policies and practices, evidence suggests a variety of approaches to the staffing and managing the workforce. The following case studies contrasts the employment practices adopted in two ‘similar’ hotels operating in the same UK city. The Mercury Hotel The Mercury is a franchise establishment of a large US hotel chain. It is 4-star rated and mainly serves the commercial market catering for business clients and hosting conferences and seminars. It has almost 300 guestrooms, is located in the centre of a large UK city and directly employs over 200 members of staff. Two-thirds of employees are employed full-time on 39-hour contracts with working times varying from week to week. Any hours worked beyond this are paid as overtime. The remaining third of employees are part-time (up to 25 hours per week). This...
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...THE PORTMAN HOTEL COMPANY CASE Section 1: Statement of the problem facing the manager The major problem faced by the vice president and managing director , Patrick Mene was to bail out the company from current state of employee dissatisfaction through strategic human resource management to provide best customer service and increase the profits for the company . Analyzing the situation using SWOT and PESTC analysis, we arrive at certain factors that could explain the current situation in the company. SWOT: Strengths: * Key business strategy of providing the unparalleled personal service to each guest. * Each of the employees was considered as an asset and elaborate employee rights were listed in contracts with them. * The philosophy of the hotel emphasized on high quality but cost effective service. * Hotel recruited very selectively and demanded long term commitment from the employees. * Recruitment was done on certain life themes like assertiveness, positivity, responsibility, pride and gestalt. * Concept of “no rules” for the guests. * Except for the 9 engineers, none of the rest of the employees had joined any of the union. Weakness: * The very philosophy of the hotel to cut down on the middle management and put more employees at the guest front proved to be flawed as there was acute paucity of proper supervision for the lower level employees. * Due to random allocation of the employees at various jobs led to utter chaos while...
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...Lodging and Food and Beverage Industries November 17, 2013 Careers in Lodging and Food and Beverage Industries The American Hotel & Lodging Association, AH&LA is an association that represents the lodging industry, as well as its stakeholders ("American hotel &," ), whereas the National Restaurant Association, NRA, is the association that represents the restaurant industry (Gray, 2009). They both provide a host of services to aid in the development, organization, operation and success of the many restaurants or lodging companies they serve. They also provide thousands of jobs to people as well and the outlook of jobs looks more promising, which will be discussed later in this paper. According to the U.S. Industry Report in October 2013, service industries such as lodging and restaurant industries are experiencing growth in revenues which will in turn promote more non-management and management jobs (Hodges, 2013). The AH&LA and NRA’s web sites are portals to many of the jobs that are available. On the AH&LA’s website, there are over 70 categories of management jobs and search results yield 13,330 opportunities nationally and internally. Some of the management categories include Chef, Administrative, Events, Operations, Entertainment, Customer Service, Food and Beverage, Gaming, Hotel, Restaurant, Unit, Kitchen, and Rooms. There are many specific categories in these areas as well, including Restaurant jobs. For example, under the Chef category...
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...Case Study Three: Approaches to HRM in the hotel Sector As outlined in Box 3.1, HRM in the hotel sector is strongly influenced by the variability of demand, particularly in those establishments serving the seasonal tourism industry. The hotel sector is also heavily dependant on the external labour market as staff turnover is typically high and, therefore, a ready supply of both skilled and unskilled labour is often required to meet customer demand. This high turnover often results in problems of skills shortages in key operational areas, such as waiting or kitchen staff. However, while the hotel industry context often acts to constrain managers choice in HRM strategy, policies and practices, evidence suggests a variety of approaches to the staffing and managing the workforce. The following case studies contrasts the employment practices adopted in two similar hotels operating in the same UK city. The Mercury Hotel The Mercury is a franchise establishment of a large US hotel chain. It is 4-star rated and mainly serves the commercial market catering for business clients and hosting conferences and seminars. It has almost 300 guestrooms, is located in the centre of a large UK city and directly employs over 200 members of staff. Two-thirds of employees are employed full-time on 39-hour contracts with working times varying from week to week. Any hours worked beyond this are paid as overtime. The remaining third of employees are part-time (up to 25 hours per week). This...
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