HND人力报告 酒店管理 Hospitality management Managing People and Organisation.docx

HND人力报告 酒店管理 Hospitality management Managing People and Organisation.docx

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HND人力报告酒店管理HospitalitymanagementManagingPeopleandOrganisation

ManagingPeopleandOrganisation

F84T34

Outcome1-4

Title:

TotheSheratonHotel’shumanresourcesrelatedaspectsarestudied

Name:

ClassandGrade:

SCN:

ContentList

Introduction2

1.0CharacteristicsandPurposeofSheratonanditsenvironment3

1.1ThefunctionsandrelationshipsofGoals,Objectives,andPoliciesinSheraton3

1.2OpensystemsanalysisinSheraton4

SWOTissuperiority,weaknesses,opportunityandthreat.4

Forexample,inordertocatchingtheopportunityofDaliangovernmentplanningtodeveloptourismindustry,StarwoodHotels&ResortsDebutstheSheratonHotelasPartoftheLuxuryCollectionBrandinChina’sNorthernCoast.4

1.3InterestandinfluenceofstakeholdersinSheraton6

1.4TheformalandinformalOrganizationinSheraton6

1.5ControlstrategiesinSheraton7

2.0Factorsthatinfluenceworkplaceperformance8

2.1ApplicationofhygieneandmotivatetheoryinSheraton8

2.2ApplicationofVroom’sexpectancytheoryinSheraton8

2.3MethodstoimprovejobperformanceinSheraton9

2.4Functions,effectsandcostofteamworkinSheraton9

2.5FactorsaffectingteamcohesivenessandperformanceinSheraton10

3.0FactorsinfluencemanagerialperformanceinSheraton11

3.1MainrolesandactivitiesofmanagersinSheraton11

3.2AssessmentfacilitiesofmanagerialperformanceinSheraton11

3.3IntroductionandpracticeofOHIOtheoryinSheraton12

3.4IntroductionandpracticeofHersey&BlanchardSituationaltheoryinSheraton14

3.5IntroductionandpracticeofSheraton16

Reference18

Introduction

SheratonHotelsandResorts is StarwoodHotelsandResortsWorldwide'slargestandsecondoldestbrand.ThehotelformsofSheratonisdiversified,suchasbusinesshotelandlargeresort,andtheydistributedaroundtheworld.Theoriginsofthebranddatebackto1937when ErnestHenderson and RobertMoore acquiredtheSheratonHotelinSpringfield,Massachusetts.Sheratonbrandhavebeentryingtomaintainahighqualityimage,andthereareoverhalfofSheratonHotelsbeingratedasfive-starbylocalauthoritiesintheworld.

ThisarticleisastudyofHRrelatedaspectsofSheraton.Theresearchcontentinclude:

CharacteristicsandPurposeofSheratonanditsenvironment,FactorsinfluenceworkplaceperformanceinSheraton，andFactorsinfluencemanagerialperformanceinSheraton.

1.0CharacteristicsandPurposeofSheratonanditsenvironment

1.1ThefunctionsandrelationshipsofGoals,Objectives,andPoliciesinSheraton

Goaldescribingwhatyourorganizationwishestoaccomplish,stemmingfromyourpurpose.Objectivesaremeasurablespecificgoals,descriptionsofexactlywhatistobedone,derivedfromgoals.Objectivesareclearlyspecificstatementsofmeasurabletasksthatneedtobeaccomplishedtoreachyourgoals.Theyareusuallyshorttermswithdeadlines.Andthenthepoliciesareaccordingtotheobjectiveandgoalstomaketherules.

Goals

Thecustomergoalsaregoalsfocusingincustomer’sneeds,benefitsandservices.ThecustomergoalsofSheratonHotelsareprovidinggoodserviceforhigh-endbusinesspeople.

Theproductgoalsaregoalsrelatedtotherangeofproductsincludingquality,quantityandservicesonoffer.TheproductgoalsofSheratonHotelsareprovidinggoodservice,suchasroomservice,foodservice,recreationalservice,etc.

Theoperationalgoalsaregoalscoveringareasliketechnologyormachinesused,staffinglevels.TheoperationalgoalsofSheratonHotelsareprovidinggoodservicewithhighstaffinglevels,advancedtechnology.

Thesecondarygoalsaregoalssubordinatetotheabovethreegoalsandrelatingtoenvironmentissues.

Objective

TheobjectiveofSheratonHotelsnowissettinguptheinternationalclub,itspurposeistoattractthathigh-endmarkets.AndthenSheratonHotelsplantoopenuptheSheratontowers,providingspecialservicestosetupaluxuriousandgoodimage.

SMART

TheSMARTisspecific,measurable,attainable,relevantandtime-specific.

Policies

ThereareseveralpoliciesofSheratonHotels:

a.Thedecisiondependsonthefact,computingandknowledge.

b.Thestaffdon'tabuseofpowerandrequirespecialtreatment.

c.Themangerdon'tblamethesubordinate'smistakearbitrarily.

1.2OpensystemsanalysisinSheraton

Opensystem

Opensystemtheoryistheinteractionbetweentheinternalenvironmentandexternalenvironmentinfluence.Internalenvironmentincludeinputs,processandoutputsthreelinks.Therearesomechangesfactorsaffecttheenterpriseintheexternalenvironment.

PESTandSWOT

PESTispolitical，economic，social，technological.

Forexample,withthedevelopmentofChinesetourismindustry,SheratonplantosetupmorehotelsandlargeresortsinChina.

SWOTissuperiority,weaknesses,opportunityandthreat.

Forexample,inordertocatchingtheopportunityofDaliangovernmentplanningtodeveloptourismindustry,StarwoodHotels&ResortsDebutstheSheratonHotelasPartoftheLuxuryCollectionBrandinChina’sNorthernCoast.

Thechart

1.3InterestandinfluenceofstakeholdersinSheraton

Stakeholdersaretheexternalenvironmentintheorganizationbytheorganizationdecisionandactionaffectsanyrelated.

Forexample:

a.Shareholders:

whomakethedecisionofthiscompany

b.Customers:

whobuytheproductsofthiscompany

c.Suppliers:

whoprovidetherawmaterial

d.Employee:

whoworkorservicesforthiscompany

Theinterestofshareholdersisearningmoremoneyandgettingbetterreputation.Intermofinfluence,theimportantdecisionofcompanydependsontheiradvice.

Theinterestofcustomerisgettinggoodserviceandgoodproduct.Intermofinfluence,thesalesofproductsdependonthem.

Theinterestofsuppliersisearningmoremoneybyprovidingtherawmaterialforthecompany.Intermofinfluence,thequalityoftherawmaterialdependonthem.

Theinterestofemployeeisearningmoremoneyandgettingpromotedinthecompany.Intermofinfluence,thequalityoftheserviceandproductdependonthem.

1.4TheformalandinformalOrganizationinSheraton

Theformalorganizationhasspecificstructure.Buttheinformalorganizationdonnothavespecificstructure.Thebehaviorofformalorganizationisrestrictedbytheorganization,butthebehaviorofinformalorganizationisnotrestrictedbytheorganization.Theformalorganizationhavegoals,objectives,policiesandcorevalue,buttheinformalorganizationhavenotit.

Includethedefinition,theSheratonistheformalorganization.Everyformalcompany’sorganizationhasoneortwoinformalorganization.SheratonHotelshaveaninformalorganization,forinstance,SheratonhotelQingdaohasacookinggroupestablishedbystaffwholikecooking.

1.5ControlstrategiesinSheraton

Therearefourstrategies:

Bureaucracy,Output,Centralisation,Decentralization.

Irecommenddecentralization.Thecharacteristicofdecentralizationisaimatmanagementgoalssemi-autonomous,emphasisonpersonalselection,traininganddevelopment,andrewardstowardsjobsecurityandcareerprogression.

Forinstance,whendirectorofhumanresourcesofSheratonhoteldecidetoresignandhehasagreatchoiceofsuccessors,hecouldrecommendsuccessortogeneralmanager,ifthethestaffwhowasrecommendedpasstheassessment,hewouldsucceed.Thus,itishelpfultoensurejobsecurityandcareerprogression.

2.0Factorsthatinfluenceworkplaceperformance

2.1ApplicationofhygieneandmotivatetheoryinSheraton

HerzbergHygieneandMotivatortheory：

MotivatorfactorscontainAchievement,Recognition,WorkItself,Responsibility，Promotion,andGrowth.HygienefactorscontainPayandBenefits,CompanyPolicyandAdministration,Relationshipswithco-workers,Supervision.

Personally,promotionisaimportantfactorofmotivator.Staffcouldbeencouragedeffectivelybypromotionalopportunities.ThereisasuccessfulcaseinSheratonhotel,Sanya.Sheratonhotelprovideopportunitiesofpromotionasmoreaspossible,andjobperformanceofstaffisregardedasmainbasisofpromotionalassessment.Asaresult,theenthusiasmofstaffismotivatedandthequalityofservicehasimproved,itisusefultoenhancetheturnoverofhotel.

While,companypolicyasahygienefactorinfluenceworkingsatisfaction,andmakingasuitableandcorrectcompanypolicyishelpfulforstafftostaymotivated.Forexample,Sheratonhotel,Sanyahasaperfectassessmentsystemandagoodpolicyofpromotion.Employeeswillparticipatejobevaluateatleastonceayear,itiseasyforthemselvestoknowtheevaluationoftheirworkingperformancefromhotelandgetsomesuggestions.Thispolicyensurethefairnessofpromotionandkeepstaffmotivated.

2.2ApplicationofVroom’sexpectancytheoryinSheraton

Vroom’sexpectancytheory:

Strengthofmotivation=ValencexExpectancy.Strengthofmotivationreferstoarousetheenthusiasmofpeople,thestrengthoftheinternalpotential,valencereferstoreferstoreachthegoaltomeettheneedsoftheindividualvalue,expectancyreferstothesubjectiveprobabilitytoreachthegoal.

Accordingtoexpectancytheory,Sheratonhotel,Sanyamadeaintegratedemployeeincentiveplantocommendemployeeswhohavemadeoutstandingcontributionstothehotelorcompletedthelaborofdutywell.Theseemployeeswillgetawardcertificate,prizeandbonus,inaddition,theywillbenominatedpreferentiallyinthepromotion.Affectedbytheplan,theenthusiasmofemployeesworkhasbeenaroused,andtherightincentiveshasstrengthenedtheorganizationcohesiveforce.Allinall,thisplanhasatemptingvalenceandarealizableexpectancy,soitcanmakeagreatstrengthofm