澳洲HD酒店管理作业.docx

澳洲HD酒店管理作业.docx

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澳洲HD酒店管理作业

Course:

BachelorofBusiness（HotelandResortManagement,InternationalEventManagement,

InternationalHotelmanagement）IP201–REPEATAssignment2011

Unittitle:

IndustryPracticumII

Submittedby:

For

1March2011

Introduction

Intoday’sindustrialworld,economicwealthisdeterminedmorebyknowledgeandinformationthanbytheproductionprocess.Todaythecompetitiveadvantageofacompanyisincreasinglycreatedfromintangibleslikeknow-howratherthanrawmaterialsandphysicalmight.Inhospitalityindustry,thesuccessofahotelismainlydependentonideasandwaystooffertheoptimalservicetodifferentcustomergroups.Thedifferenceofhospitalityindustrytootherindustryisthatitisaknowledge-basedbusinessratherthanaproduction-basedeconomy,asarguedbyTapsell（1998）andZimmerman（2001）.

Thepurposeofthisessayistoofferadiscussiononhowtheexistingacademicframeworkontalentdevelopmentinhospitalityindustrycanbeappliedintopractice.TheanalysiswillbebasedonmyinternshipexperienceonHolidayInnDarlingHoubour,abbreviatedasHIDHthereafter,inSydney.

Theessaywillbeorganizedasfollows.Thenextsectionhighlightstheexistingtheoriesconcernedondevelopmentoftalentsintheareaofhumanresourcesmanagement.Thethirdsectionwilldiscusshowmanagementinthehoteladoptedthesetheoriesintopractice.Theforthsectiondiscussesthepotentialstrategiesfordevelopingandretainingtalentsbasedontheoriesdiscussedabove.Thefifthsectionsummarizesideasdiscussedinprevioussectionsandconcludestheessay.

Theimportanceofintangibles,andinparticular,ofhumancapital,isreinforcedbythehumanresourceliterature.Resourcetheorysuggeststhatcompetitiveadvantageofacompanyhingesonitsspecifiesandnotduplicatedassets,andthemostspecificassetacompanyhasisitspersonnel,accordingtoArchel（1995）.Researchesinprevioustwodecadeshaveshownthatinvestmentsininnovativeworkpracticessuchastraining,employeeinvolvementandselectionhaveapositiveimpactoncompanyperformance,accordingtoBursonandMarsteller（1999）.Thisiswhymanycorporateexecutivesnowseehumancapitalinvestmentasasourceofcompetitiveadvantage,asarguedbyFord（2000）andBouillonetal（1996）.Thesameistrueforhospitalityindustry.

Asclaimedbymanyauthorities,inthelabour-intensivehospitalityindustrythemostimportantconcernisthecustomersandthemeasurementoftheirrelationshipintermsofsatisfaction,loyaltyandvalue.Theserelationshipscouldnotexistwithoutemployeesandhumancapital.Individualcapabilitiesarerequiredtobeaggregatedtooffersolutionstoclients,asarguedbyStewart（1997,p.76）.inthehospitalityindustry,theemployeesaretheessenceoftheservice,andtheyrepresentthequalityandvaluesoftheentireorganizationandtoacertainextent,theypresentthefirmintheeyesofthecustomer,accordingtoBoomsandBitner（1981）.InthestudydonebyOwenandTeare（1996）,theyfoundaclosecorrelationbetweenemployeesatisfactionandcustomersatisfaction.Thestudyalsoconcludedthathighemployeemorale,togetherwithlowturnoverrate,willexperiencehighguestsatisfaction.HumancapitaltheorysuggestedbyBecker（1964）statesthathumanscompriseavaluableresourcetoorganizations.Theeffectivemanagementofthishumanresourceisimportanttotheperformanceandeventhesurvivaloforganizations,accordingtoBeckerandGerhart（1996）andDoherty（1998）.

ExistingHRMsysteminHIRHandpotentialimprovement

HIRHrecognizesemployeesaccordinglyontheskills,experienceandlevelofperformancetheybringtotheirrolewithinHIRH.Remunerationreviewsforthefixedpaycomponentofanemployee’ssalaryplusperformance-basedbonuseswhichisevaluatedannually.However,amanagerhastherighttoawardtheemployeeaninterimbonusinordertoacknowledgeemployeethroughgiftcertificates.

HIRHshouldrecognizeandrewardloyaltytotheorganisationthroughfiveandtenyears’serviceawards.Forexample,Staffreceive3monthslongserviceleaveoncompletionoftenyearsservicewiththefirm.HIRH,atitstotaldiscretion,maygrantemployeesgratuitiesinrespectoftheirexceptionalachievements.

Guestandcolleagues（Guest1999,2002;Guest&Conway1998,2002;Guest&Peccei2001）haveidentifiedthefollowingsetofpracticesashavingthemostpositiveinfluenceonemployeeworkattitudesandbehaviour:

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employeeinvolvementprograms

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jobsecurity

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jobautonomyandchallenge

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trainingopportunities

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singleemploymentstatus

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highpay

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non-unionworkplace

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systematicandopencommunication

ThebaseframeworkofHIRHremunerationsystemcanbedigressedastwoparts

•fixedpaycomponentbasedonthegrowthofindividualsovertimewithintheorganisation;

•variablepaycomponentbasedonperformance-linkedbonuses.

Assupplementstobasepay,financialbenefitsmayenhancetheorganisation’sabilitytoattractandretainhigh-valueemployees.Suchbenefitsmayalsohaveparticulartaxationadvantagesoverstraightcashpayments.This,inturn,mayreinforcemembershipbehaviour（i.e.attraction,retentionandattendance）,enhanceemployeewell-being,work–lifebalance,jobsatisfactionandorganisationalcommitment,and,albeitindirectly,improveworkmotivationandperformance（Williams&MacDermid1994）.Theprovisionoftargetednon-financialbenefits,suchaschildcarefacilities,mayalsosupportdiversitymanagementandequalopportunity.Finally,theprovisionofsomebenefitsisamatteroflegalcompliance.Obviously,thegrowthinmandatorybenefitsisattributabletoneworadditionallegislativerequirements.

Besidesfinancialrewards,HIRHhasalsoofferedemployeeswithnon-financialfringebenefitstogetherwithleaveandcareerbenefits.AccordingtooneAustralianstudybyStone（2005）,anemployeewithelder-careresponsibilitieslosesonaveragethreefullworkingdaysperyear,andafurtherfourdaysaresignificantlydisrupted.

InAustralia,permanentfull-timeemployeesareentitledtotakethreemonthsofleaveonfullpayaftertenyearsofserviceandafurtherthreemonthsafterfifteenyearsofservice.Casualemployeesarenowalsoeligibleforlong-serviceleaveinAustralia.Inmanyothercountries,thereisnoprovisionforlong-serviceleave.HIRHshouldalsoofferemployeestohavethreeweeksleaveaftertenyearsofservice.

Ontopofdirectmonetarybenefits,HIRHshouldcontributeafixedpercentageofearningsofemployeeintheirsuperannuationpackage.Employeeshavetheirindividualdiscretiontocontributemoretothepackage.

Ontheotherhand,mostofworkinglevelemployees’payoutisbasedonskill-basedpayoutscheme.Skill-basedpayoriginatedasawaytorewardnonexemptemployeesforcrossskilling.HIRHshouldfollowclassicalsystemofskill-basedpaysystem,whichisapurebasepay,formostofworkingemployees.Forexecutives,theyadoptcompetencypayplansforemployees.Togetherwiththeannualevaluationdonebyseniormanagement,topperformersareselectedtohavepromotioninthecareerprogressionlevelofthecareerladder.

Whileperformancecounsellingisaninterventiondirectedprimarilyatremedyingassessedunderperformance,mentoringandcoachingarepracticesintendedchieflytoenhancetheeffectivenessofhigh-potentialandhigh-performingemployees,managersandexecutives.Graduatetraineesareassignedwithamentortocoachthemtocopewithbusinessneedsanddevelopbusinessacumen,ontopoftheclassroomlearningandon-the-jobtrainingintheone-yeartrainingprogram.Thementorisusuallythedirectsupervisorofthegraduatetrainee.Mentoringstandstoimproveone-on-onecommunicationwithintheorganisation,facilitatesclosemonitoringofperformancecapabilityandachievement,providesmenteeswithreadilyapplicable‘hands-on’learning,acceleratestherateoforganisationallearning,providesvaluablerewardsofadevelopmentalnaturethatwillincreasenormativecommitmentandreduceturnoverofhigh-potentialemployees,andbuildsnetworksofknowledge-sharingthatcanenhanceorganisationalcorecompetenciesandcompetitiveresources.

InHIRH,graduatetraineesareassignedwithamentor.Thementorhelpedthegraduatetraineewithnecessaryskillsacquiredinthebusiness.Forexperiencednewhires,directlinemanagershelptosupervisetheirperformance.Astheirgraduatehireismoreinclinedtocompetency-based,therefore,thementoringschemeappearedtobeaneffectivestrategytobringnewhirestoadopttothecorporateenvironmentandstrategies.

Recommendations

Today,performanceandrewardpractitionersfindthemselvesconfrontedbymyriadalternativedesignoptions:

everythingfromcompetency-basedassessmentandperformancecoaching,withbroad-gradedandbroad-bandedbasepaystructures,togoal-basedSTIsforindividuals,teamsandbusinessunits,andanever-growingrangeofsophisticatedequityplansforemployeesatalllevels–fromthoseontheproductionlinetothehabituésoftheexecutivesuite.Theworldofthemanagementpractitionerispositivelyawashwithcompetingperformanceandrewardtheories,fadsandfashions,withspecialistconsultantseverkeentopushtheirproducts,andthishasmadethetaskofmanagingemployeeperformanceandrewardfarmorechallengingthaneverbefore.

Competencypayplansrequireconsiderabledesignandinstallationeffort,andthustheseplansmakethesameassumptionsasskill-basedpayplansabouttheorganizationalstabilityneededtorealizeareturnontheup-frontinvestmentintheplan.Asthefirmhasawellestablishedsystemofevaluatingemployees’competency,itismoreoptimalto