Ocean Park Hong Kong Recruitment - Essay Example

 Ocean Park Hong Kong Recruitment INTRODUCTION: OCEAN PARK HONG KONG Located in Abeerdeen, in the island of Hong Kong, the Ocean Park is definitely one of the must see tourist destinations in this small yet thriving special administrative region of the People’s Republic of China. Boland (2008) and Einhorn (2005) mention that this is indeed one of the best place for those tourists with children or simply for those who would want to unleash their inner child due to the gut-wrenching rides, magical animals and the spectacular views. This park could surely deliver something very special for its visitors. Ocean Park Hong Kong opened in 1977 as a non-profit organization owned by the government to provide Edutainment (Education and Entertainment) to its visitors. Generally, one of the aims of this theme park is to ensure that the visitors of the island of Hong Kong would each have their own memory of their visit and/or stay at the theme park (Mehrmann, 2005). Each year, the theme park receives about four million visitors, thus contributing so much to their financial stability. It is also the leader in Education and Conservation with the following programs and titles under its belt: (1) Asia’s Standard-Bearers for Conservation, (2) The Gold Standard for Animal Husbandry, (3) Ongoing Community Outreach Program, (4) New Ocean Park Academy and, (5) Involvement in World Conservation Organizations and Education Programs. During its thirty year existence, the ocean park also witnessed an increased attendance from mainland China and is currently catering to a new generation which is often regarded as a generation with more sophistication. However, the thirty year theme park is in need of renovations as its facilities are already aging (Einhorn, 2005). Also, in its existence as the only theme park in Hong Kong, about 70 million visitors have paid a visit (or stayed) at this very popular theme park. But things changed as the monopoly of the ocean park with regard to its share of visitors in the Hong Kong Island and its attractions has been threatened with the rise of competitors. These included the opening of Disneyland in 2005, the Tung Chung Cable Car in 2006, the Hong Kong Wetland in 2005, the growth of the Macao entertainment industry (Mehrmann, 2005). This is why, Mehrmann (2005), the Central Executive Officer of the Hong Kong Ocean Park mentioned the following as the things needed for them to stay alive and keep up with the new players in the midst of a tighter competition with newer theme parks and other attractions in the region: (1) continue to attract more people to the park, (2) develop a value proposition that is relevant to Hong Kong, (3) rediscover themselves and their true identity, (4) energize their stake holders: the government, suppliers, guests and of course, their employees, and finally, (5) to attract, retain and develop the right talent. This paper would then focus on the strategies developed by the management of Ocean Park Hong Kong to ensure their place in the competition happening within the different attractions in Hong Kong, with them being one of the pioneers, especially those pertaining to the management of their human resource. This is very important as the current expansion being undergone by the Ocean Park which is highly necessary to the organization’s needs is providing more and more employment opportunities for those seeking jobs. At the same time, the modernization of their theme park, as Mehrmann mentions, entails the assurance that their stakeholders are “energized” as their monopoly is threatened, thus, priority should definitely be given not just to the customers but to the people who are also working for them. At the same time, the process by which recruitment is done at the Hong Kong Ocean Park shall also be given importance. Finally, human resource management shall be discussed in detail as to how important this is to organizations just like Ocean Park Hong Kong. HUMAN RESOURCES MANAGEMENT: A DEFINITION Guest (1987 in Legge, 2005, p. 104) provides the following definition of human resource management (HRM): The main dimensions of HRM [involve] the goal of integration [i.e. if human resources can be integrated into strategic plans, if human resources policies cohere, if line managers have internalised the importance of human resources and this is reflected in their behaviour and if employees identify with the company, then the company’s strategic plans are likely to be more successfully implemented], the goal of employee commitment, the goal of flexibility / adaptability [i.e., organic structures, functional flexibility], the goal of quality [i.e. quality of staff, performance, standards and public image]. This normative definition of HRM maybe placed in contrast wth a descriptive-functional definition offered by Torrington and Hall (1987 in Legge, 2005, p. 104), as follows: Human resources management is directed mainly at management needs for human resources (not necessarily employees) to be provided and deployed. There is greater emphasis on planning, monitoring, and control, rather than on problem solving and mediation. It is totally identified with management interests, being a general management activity and is relatively distant from the workforce as a whole. Underpinning personnnel management are the twin ideas that people have a right to proper treatment as human beings while at work, and that they are only effective as employees when their job-related personal needs are met. Underpinning human resources management is the idea that management of human resources is much the same as any other aspect of management, and getting the deployent of right numbers and skills at the right place is more important than interfering with people’s personal affairs. Legge (2005) further asserts that normative definitions of HRM concur in the idea that human resource policies ought to be consistent and supportive of business strategy. Moreover, it is also a channel through which the culture of the organization may be further inculcated amongst employees. Ultimately, these shall yield commitment and flexibility among members of the workforce in working towards the organization’s goals (Legge, 2005). RECRUITMENT AND SELECTION An important step in selecting employees is recruitment: attracting the right people with the right qualifications (as determined by job analysis) to submit their applications for a particular vacant position. One issue which needs to be resolved as regards recruitment and selection is whether to hire internal candidates or to source from outside. According to Johnson (1997), one means in which to increase the morale of employees is to give present employees the chance to fill out vacancies, preferring them over external candidates. But there must be some caution in carrying this out, since hiring from within constantly and over the long term would cause some sense of staleness in the organization. Over time, the company may need new blood to revitalize itself and thus would need to hire from without. Moreover, if internal hires are repeatedly preferred over external candidates, the company may run the risk of promoting discrimination. The ideal set-up is for the organization to strike an effective balance between growing and hiring applicants from within and hiring external applicants (Johnson, 1997). In gauging the effectiveness of recruitment strategies, one means is to determine the number of applicatns that each recruitment method garners. Logically, the method which is able to attract more applicants is deemed more effective than those which yields lesser numbers. One other method which may be utilized is to compute for the cost per applicant, which is carried out by finding the quotient of the number of applicants (as divisor) and the total cost for the recruitment method (as the dividend). While this method seems to be an improvement over the first method, garnering numerous applicants does not guarantee that they meet the qualifications for the job. Thus, a third logical method would be to determine the cost per qualified applicant (Johnson, 1997). Empirical research which delves into the association between the recruitment strategy and the success of prospective employees had inconsistent outcomes. The research of Decker & Cornelius (1979) suggests that informal sources of applicants seem to lead to decreased turnover rates as compared to formal recruitment means. This is in contrast with the findings of Swaroff, Bass, & Barclay (1985) which did not yield any significant difference in terms of tenure and productivity between applicants sources through formal and informal recruitment strategies. On the other hand, research conducted by Caldwell & Spivey (1983) asserts that race seems to have a moderating role in the relationship between tenure and type of recruitment method – that is, for Whites, informal recruitment methods seem to result in longer tenure, while the same trend is observed among Blacks with the use of formal means. Moreover, a meta-analysis carried out by Zottoli and Wanus (1998) classified means of recruitment into two based on the source: either inside or outside. Inside sources include employee referrals and rehires while outside sources encompass ads, recruitment agencies, school placement entities and recruiters. The researchers indicate that employees who were sourced through internal sources garnered higher productivity or performance rates and stayed longer with their companies. Internal sourcing is more effective than outside sourcing those who were referred by employees working within the company itself were privy to more precise information compared to those who were hired from outside (Wanous, 1980). This outcome was likewise supported by McManus & Baratta (1992). One other way of explaining the efficacy of internal recruitment is put forth by Bryne (1971) which suggests that individuals tend to affiliate with similar others. In effect, employees will tend to refer someone who is similar to him or herself. The referring employee is likely to be happy and since he referred someone similar to himself, that employee also has high probability of fitting in and being satisfied in the organization. Aamodt & Carr (1998) and Rupert (1989) have found outcomes supportive of this theory, in which both found that those employees who were hired through internal sources had significantly longer tenure than those who were hired through external sources; however, no such differences were found when performance was investigated. STEPS UNDERTAKEN BY THE OCEAN PARK HONG KONG MANAGEMENT As mentioned in the previous paragraphs, the administration of the Ocean Park planned on taking necessary steps that would help them, if not retain their number one position in the tourism industry of Hong Kong, at least keep them alive in the midst of a tight competition. Their master plan or their so-called “game plan” gave importance to their people, their employees. They first focused on the people who are already working with them. They ensured that they were updated with the latest happenings and at the same time, informed them with their new vision through the development of videos and shows that featured their vision. They also held multiple communication sessions with their employees and at the same time ensured that the senior management communicated the important messages properly. They also showed their vision for the future and assured them that the organization could survive and thrive even though the market is becoming more and more competitive (Berthelsen, 2007; Hong Kong Tourism News, 2005). The administration instilled four values into the minds of their current employees: First, to provide quality guest service; second, to ensure that safety always comes first; third, to promote education and nature conservation; fourth, to deliver fun experiences; and finally, to show respect for the people (Mehrmann, 2005). The aforementioned practices were in lieu with the goals of the company which is to provide greater services, experience, and at the same time, warm friendliness to their visitors. In doing so, they must be faithful to the PACE or Preparation, Anticipation, Communication and Execution. It is only through this that they would be able to operate their facilities, shows and attractions properly (Berthelsen, 2007). In the hopes of the management to encourage their staff members to be actively involved in their steps towards the modernization of the park, they come up with a rewards system to motivate their people such as the Star Award, Long Service Award, Staff Suggestion Scheme, Spot Service Award and other Incentive Trips. This included rewarding their staff members for an excellent year through salary increments, linking the bonus more closely with the performance of their people, and finally, coming up with a comprehensive job evaluation and market positioning of pay, Mehrmann, Ocean Park’s CEO (2005) mentions. Motivating workers well in these times of change demands a balanced combination of emotional and intellectual levers. Any manager should learn to use and combine as many needs, factors, modes of reinforcement, and outputs into their message as may be necessary to motivate their employees (Ridley, 1999). A manager can become a good motivator by knowing two things well: first, which tool or level of motivation will work for each and every employee, and second, how to motivate and communicate effectively with the use of positive reinforcement (Accel Team, 2005). Management practices which can serve as effective reinforcers include self-esteem work shops, flexible work arrangements, customized benefits packages, individual and team performance-based reward systems, among others. Each employee is different thus their motivating factors vary from one and other (Ridley, 1999). The manager’s task should be to locate motivational factors of each individual or group in order to develop a motivational environment. This will assist the manager in creating a better working environment enhancing productivity and job satisfaction (Gerstner, 2002). Leaders and managers are the ones that provide motivation and vision to any organizational undertaking. The person should posses the capabilities, abilities, and skills of a leader in order to create a motivating, working environment (Gregersen et al. 1998). Only in having such effective and motivational leadership can the organization be assured of a healthy, sustainable, and committed workforce. Membership motivation results from a favorable inducements-contributions balance. Employees must perceive a continuing favorable balance if they are to remain members.  The motivation to perform represents a much more complex psychological contract between the individual and the organization involving perceived alternatives, perceived consequences of these alternatives, and individual goals (March & Sharipo, 1987). Organizations have no choice but to provide membership motivation if they wish to remain organizations. It is imperative that organizations revisit these motivational theories and decide on which ones are most apt in their peculiar context. Together with this, the administration also focused on the provision of training and career development talks to ensure the competence of their employees and other staff members. In the same manner, they also gave importance to succession planning for key positions. These ensured that these critical positions are licensed, and that the people that would take over have the proper training for that particular position (Mehrmann, 2005). Also, they motivated their employees through the use of communication strategies. They made sure that the employees are well informed about the vision, mission, values and goals of the company. It is also through this that their master redevelopment plan was also introduced which showed the employees their great role in the modernization of the Ocean Park to ensure their competence even though their monopoly in the tourism industry of Hong Kong is greatly threatened (People’s Daily Online, 2008). Lastly, they also focused on the usage of staff activities to ensure that staff members are highly motivated. These activities include recreational events, staff appreciation parties, service competition, safety quiz, cleanliness campaign, know-the-park competition and seasonal gifts to staff among others (Mehrmann, 2005). Through the strategies that had been mentioned, the administration of the Hong Kong Ocean Park aims to be a competitive employer a necessity to ensure its competence in the tourism industry of the region. It is through this that they keep their employees highly motivated and at the same time ensure that they are working according to the goals of the company. EXTERNAL INFLUENCES TO THE ORGANIZATION Being one of the freest economies in the world, the restructuring of the industry of Hong Kong is said to be brought about by intense market forces. The restructuring of their industry began right after the 1997 Asian Financial Crisis. Restructuring became very popular at that time as the region has been terribly hit by economic problems, such as economic recession and unemployment rates, etc. Thus, Hong Kong focused on the structural nature of their problems and began the process of industry restructuring (Euromonitor International, 2005). The tourism industry of Hong Kong is one of its main sources of income. As it has been earlier mentioned, the Hong Kong Ocean Park is one of the most popular tourist attractions in the region. With Ocean Park alone, tourists continue to flow in into Hong Kong. However, thing changed for the tourism industry with the opening of the Hong Kong Disneyland in 2005 whose expansion also brought in more tourists to the region. As a result, Ocean Park also announced that it would be investing on the expansion of their theme park in order to keep up with the increasing popularity of the Hong Kong Disneyland (Einhorn, 2005). In March 2008, the company announced that the development of three hotels is ony the way to bring more tourists and revenue for Hong Kong. They are aiming to attract an estimated 36,800 visitors in the first year of the operations. This expansion would cater to the family tourists, avid spa goers and other visitors. These projects, according to the administration of this theme park aim to revitalize the Aberdeen as one of the top tourist attractions of the region despite the increasing popularity of the Disneyland (Einhorn, 2005; Berthelsen, 2007). POTENTIAL IMPLICATIONS The administration of Hong Kong Ocean Park is currently in the process of redeveloping its theme park to be the World’s best Marine-Based theme park. They introduced a redevelopment master plan which includes the doubling of the amount of attraction and at the same time, establish itself (and Hong Kong) as a premier tourist destination. This could then provide more job opportunities for the citizens of Hong Kong. As a result, the Ocean Park administration should not merely focus on their current employees but to their future employees as well who would also work hand in hand with the redevelopment of the theme park (Mehrmann, 2005). In selecting their new employees, they must always still remember the importance of having a shared vision. An important aspect of vision is the notion of a shared vision. "Some studies indicate that it is the presence of this personal vision on the part of a leader, shared with members of the organization, that may differentiate true leaders from mere managers" (Manasse, 1986, p. 151). A leader's vision needs to be shared by those who will be involved in its realization. Murphy (1988) applied the concept of a shared vision to previous studies of policy makers and policy implementation; he found that those studies identified gaps between policy development and its implementation and concluded that this gap also applies to current discussions of vision. He stressed the need for the development of a shared vision. "It is rare to see a clearly defined vision articulated by a leader at the top of the hierarchy and then installed by followers" (Murphy, 1988, p. 656). CONCLUSION The way by which the administration of Hong Kong Ocean Park manages its employees is aligned with its goals. The organization is well aware of its importance as an answer to the needs of the ever changing times as well as the booming tourism industry of the region. Employees are essential stakeholders to the company as the operations would not run smoothly if they are not highly motivated and faithful to their jobs. At the same time, Mehrmann (2005) says that maintaining employee focus is one of the first steps that an organization could take to ensure their survival in a very competitive market. Without a doubt, Ocean Park remains to be the number one theme park in the island of Hong Kong, despite its thirty years of existence compared with the newly-opened Hong Kong Disneyland. Nonetheless, its focus on employee motivation and human resources management paved the way and is still continuing to make way for a better theme park come 2010. Their strategy is relatively simple and that is to establish good and open communication lines with their employees, having a shared vision and a rewards system to keep them motivated. Thus, it is in line with this that they also treat new recruits who are willing to work with Ocean Park as it expands. REFERENCES Aamodt, M. &. Carr, L. (1988). Relationship between recruitment source and behavior. Proceedings of the Annual Meeting of the International Management Association of Assessment, 143-146. Accel Team. (2005). Employee motivation in the workplace. Retrieved April 14, 2008, from http://www.accel-team.com/motivation/index.html Berthelsen, J. (2007). Roaring against the mouse. Retrieved April 13, 2008 from http://www.asiasentinel.com/index.php?option=com_content&task=view&id=740&Itemd=32 Decker, P. J., & Cornelius, E. T. (1979). A note on recruiting sources and job survival rates. Journal of Applied Psychology, 64, 463-464. Einhorn, B. (2005). Hong Kong’s Theme Park Clash. 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