澳洲HD酒店管理作业.docx
《澳洲HD酒店管理作业.docx》由会员分享,可在线阅读,更多相关《澳洲HD酒店管理作业.docx(8页珍藏版)》请在冰豆网上搜索。
![澳洲HD酒店管理作业.docx](https://file1.bdocx.com/fileroot1/2023-7/27/970bdef8-1bb9-46bd-ae60-53cb50a11ce3/970bdef8-1bb9-46bd-ae60-53cb50a11ce31.gif)
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:
∙
employeeinvolvementprograms
∙
jobsecurity
∙
jobautonomyandchallenge
∙
trainingopportunities
∙
singleemploymentstatus
∙
highpay
∙
non-unionworkplace
∙
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