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Great Wall Golf & Country Club - Case Study Example

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Great Wall Golf & Country Club Case Table of Contents Table of Contents 2 2.0. How Do the HRM Practices at Great Wall Support Great Wall’s Strategy? 5 3.0. What Would You Do With Great Wall’s HRM Practices Going Forward? Be Sure To Take a Strategic HR Perspective on This…
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Great Wall Golf & Country Club Case
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Download file to see previous pages The goal of Great Wall Golf & Country Club was not only to maintain its status but to be the best in Asia. From the case, we find that majority of senior managers were of Chinese origin who were recruited from the hospitality industry of Singapore and Hong Kong. When the Chinese market was at it’s over saturation level, the employees from the Mainland China were needed to take up the sport in order to continue the pace of Golf Course Development. Also, in order to increase the efficiency of the operations and developing specific skills, Great Wall Golf & Country Club organized itself with the help of HRM Department. The HR Department was used as a means of change agent, administrative expert, strategic partner and the champion of the employee in order to deliver the value. Recruitment & Retention: In order to meet the growing demand of Golfing facilities in China, 2000 employees were recruited by placing ads on the newspaper. The employees were selected on the basis of their experience and interpersonal skills accessed during an interview by HR Department. Due to the migrant nature of the employees, staffing was considered as a challenge for many businesses. In spite of being paid high, many employees resigned from the job after 18 to 24 months either due to financial reasons or because they wanted to be with their families. The Great Wall Golf & Country Club had the ability to retain the staffs due to their long-standing relations with the members. Food & Beverage, Caddies & Membership services, Golf Club reception were the departments where the long term services would initiate towards increasing the service standards of the customer thereby enabling The Great Wall Golf & Country Club to obtain its strategic objective, i.e., provide services of high quality. Education and Training & Development: The goal of Great Wall Golf & Country Club was to give services of high quality to its 2000 employees. The successful businessmen and government officials preferred a high quality service. Delivery of high quality service was a challenging task in China which could be achieved by educating and training the employees. In many service industries, the employees were given the same pay cheque without considering the quality of the work. Human Resource Department provided language and practical training to the employees, generating awareness regarding the service and the mission, increasing the confidence level of the employees and also paying them according to the quality of the work performed in order to enhance their performance level for delivering better services. Therefore, it can be observed that the HRM practices in Great Wall Golf & Country Club fits together strategically. The strategies not only enabled the organization to attract employees from different regions but also retain them, as provided facilities at Great Wall were considerably more attractive compared to the industrial settings. The employees, especially who were migrated, felt more confident as their fundamental needs were taken care of by the HRM practices. 2.0. How Do the HRM Practices at Great Wall Support Great Wall’s Strategy? Great Wall’s strategy has been to be world class in terms of provided services and facilities and also to be ‘among the best in Asia’. Great Wall’s prime emphasis was related towards quality, profit as well as innovation. The other aspects ...Download file to see next pagesRead More
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