Radisson Hotels: Global Position - Assignment Example

 Radisson Hotels: Global Position One of the leading International companies is Radisson Hotels. It is a full- service global company which has captured large market. The company comprises of many branches located in different countries. It is located in 73 countries with 420 branches. Majority of these Radisson Hotels are however situated in the United States. Radisson Hotels is a division of Carison Hospitality worldwide; a global leader in the hospitality services with more than 1700 hotels, resorts, restaurants and cruise ship operations in many counties. Radisson is one of the world’s most attractive and globally consistent companies (Blaxill & Eckardt, 2009, p.90). It is a first class company with good reputation hence this has enabled great market demand for its services. It has also made it to be one of the successful hotel brands. Its vibrant, contemporary and engaging hospitality is majorly characterized by the brand’s unique slogan ``Yes I can” philosophy. A unique service spirit delivering a product that translates into business success (Buzzell, 1987, p.76). Radisson Hotels target a wider market. It captures various major market segments. The class of people interested includes business personalities, tourists in many countries and local leisure travelers. The classic service ensures constant flow of customers. It has created its own brand of operation level, its marketing strategies are more efficient and easy to implement. There are however various competitors existing in the market. These competitors are able to penetrate the hospitality market and access available customers globally (Barney, 1991, p.79). The global market competition has lead the company to offer efficient services which includes availability of rooms for seminars, entertainment services, conferences, wedding celebrations and competitive prices. Radisson Hotels applied the competitive strategy by first identifying potential competitors. Due to globalization, they had various competitors who were fighting for the market. This company broke the competition ties when they did thorough assessment of the situation in terms of their strategies, strengths, weaknesses and reaction patterns. Finally selecting which competitor to attack and avoid (Blyton & Fiorito, 2008, p.56).They did this in a smart way to explore the competitive environment. This is because of good human resource management approach. The aim of this report is to consider the company’s current approach to human resource management issues, evaluating the possibilities of prospective changes in future and discussion of staffing arrangements. This general reorganization is considered as part of any future decision on continuing global expansion. Company’s Approaches to HRM The HRM includes anything and everything associated with the management of a company’s employees (Boselie, 2010, p.78). In order to utilize full potential of this organization’s employees, the human resource management needs to have supportive and interlinked sets of employment practices. These practices together make an important contribution in business performance (Chaffee, 1998, p.69). The sets of practices are called HRM models. There are two types’ namely soft and hard models. These models illustrate HRM strategy from a particular perspective, its focus and the overall philosophy and the ultimate objectives. Integration between soft and hard models in one theory is relatively problematic. This is because each has got different application of managerial strategy within an organization (Drucker, 1954, p. 67). Hard HRM model or Michigan model is tough and calculative. On this basis, employees are seen as all other resources and are deployed as management dictates. It is centered on the significance of strategic fit. The human resource guiding principle and practice is strategically linked to the aims of the organization. In contrast with this, soft model or Harvard model looks for ways to release the resourcefulness of employees through commitment and loyalty in order to ensure high levels of performance (Chaffee, 1985, p.78). The other significant characteristic of soft model is where HRM policies and practices depend upon its organizational vision, mission, objectives and goals. It is also known that HRM will always have value to the organization only if the organization aligns their HRM policies and practices with the company’s strategy. Then Human resource department in Radisson Hotels has various tasks to ensure that the company achieves its strategy. One of these strategies is to ensure that they recruit and maintain only the right people. The recruits should be able to deliver excellent customer service. In return, Radisson makes their staff feel valued by involving them in decision-making process, giving feedback and rewarding their performance. This is mainly supported by the say that the best recruitment is a key factor for successful hotel management and primary human resource function (Boxall & Purcell, 2011, p.56). In connection to the recruitment process, the very best and crucial option is to train and develop new employees so that they are able to adapt to the management system of the company (Blaxill & Eckardt, 2009, p.62). In the concept, human resource department of Radisson Hotels offer thorough training to help the staff understand their job, achieve their targets, daily tasks and consequently achieve the goals of the company. Development plan is designed for every employee on different stages of their progress in their carrier path (Camp, 1989, p.76). Appraisal of performance is another very important function of HRM. It is a formal management system that provides evaluation of the quality of an employee’s performance in an organisation. It provides an opportunity for communication between employee and a manager to discuss expectations of their performance. It also set future targets hence motivate the employees effectively. Radisson hotels conducts performance appraisal at every stage of development process. Due to appraisal of performance, there will be long term survival of the business as a result of increasing demand from the stakeholders. Employees are part of these in an organisation system. By analysing annual reports of Radisson hotels and the general knowledge and information on them, the workplace practices is understood. The following factors were used to determine if Radisson Hotels uses soft or hard model of HRM. 1. Trust and communication between the staff and management. This was applicable in the company. 2. Training of the employees, their perception on training and general promotion opportunities. This was used in the company. 3. Practises and values to encourage. Radisson Hotels valued employees as human assets and source of competitive advantage. Their employees had participatory involvement and effective communication in deriving commitment. In addition, needs of the individuals were met through training and development. The above clarifications confirm that Radisson Hotels is using soft model as an approach to HRM. In the organizational content analysis, the judgement is made based on the consistency of use on both scales, soft or hard models. Consequently, the organisation mostly used soft model approach. Staffing Issues That the Organization Should Consider As Part of Any Future Decision on Continuing Global Expansion There are many staffing arrangements where the organisation plays an important role (Buzzell & Gale, 1987, p. 96).The major three staffing arrangements include: recruitment and selection, training and development and finally managing and rewarding performance. Recruitment and selection is a major process which can prove to be a major benefit to any company in a long period (Blyton, 2004, p.79). Recruitment can be a key organization change. The statement is supported by an executive brand leader for Carison Hospitality Worldwide, Nancy Johnson who said that, “a greater concern we are focusing on is the right people in the right job’’ (Boselie, 2010, p.57). There are major aims for finding the right candidate for the specific job category. This ensures full delivery and commitment as the employee is able to be focused and enjoy his/her work. Radisson Hotel Company ensured proper recruitment procedures which were based on screening of the candidates through effective vetting. The vacant positions are advertised with clear roles stated. This ensured eligible applicants with working experience. The experience is very instrumental in future expansion of the company. The human resource management is focused in playing their role in the recruitment process. Training and development is another key factor which plays significant role in the field of human resource (Deming, 1982, p.87). Training is vital after the recruitment process. The new employees must be put through intensive training process to ensure proper delivery. When the work force is effective, then there are possibilities of expansion of the company due to broad operations. According to Randy Goldberg, the vice resident of recruitment for Hyatt Hotels, one of the biggest challenges of attracting right people is the starting salaries (Collins & Porras, 1994, p.67). The right candidates would require high salaries because the company requires less money for training this class of employees (Deming, 1982, p.12). The other staffing arrangement which is also beneficial for the company for future development is managing and rewarding performance appraisal. This ensures proper motivation of employees. For example, Radisson Hotels rewards those employees who generate more revenue through hard work. Every member of staff gets 10% from upgrading guest rooms (Barney, 1991, p.78). This benefits both the staff and the company. In addition, employee of the month is awarded for those who received more positive feedbacks. Conclusion In conclusion, human resource management module represents a new approach to labor management which emphasizes that people who are empowered and continuously learning, are central to organizational strategic performance. This report recognized that organizational approach module in the human resource management of Radisson company is soft module. This focuses on the treatment of employees as treasured assets and source of competitive advantage via commitments and quality performance. Based on the soft module, careful recruitment and selection will provide company with the best candidates that fits the job description. The training and developments plans are also crucial to ensure proper progress. Radisson Company follows the approaches and enhanced HR practices such as team building and employee communication and empowerment. This holds up the proposition that HRM ease the intensification of labor and re asserts management authority. Changing customer values and expectations will require the business to maintain high level of standards. In view of conditions of hospitality industry, there is prominent growth especially in the developing countries. These have different cultural backgrounds which gives many ways of handling HRM challenges. Further report is required in order to investigate source of rhetoric and reality gap mainly in HRM and management of any organization. Bibliography Barney, J., 1991. Firm Resources and Sustainable Competitive Advantage. Journal of Management, 17, 1. Blaxill, Mark & Eckardt, Ralph, 2009. "The Invisible Edge.” Taking your Strategy to the Next Level Using Intellectual property. Oxford: Oxford University Press. Blyton, P. & Fiorito, J., 2008. The Sage Handbook of Industrial Relations, London: Sage Publications. Blyton, P. 2004. Dynamics of Employee Relations. Palgrave: Macmillan publishers. Boselie, P., 2010. Strategic Human Resource Management: A Balanced Approach. Berkshire, UK: McGraw Hill Higher Education. Boxall, P & Purcell, J., 2011. Strategy and Human Resource Management. UK: Palgrave Macmillan. Buzzell, R., and Gale, B., 1987. The PIMS Principles: Linking Strategy to Performance. 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