Human resource management simulation game of Green leafs hotels - Essay Example

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This is made up of a total of 64 new hiring, 5 promotion additions and 5 promotion losses. There were various increases in the wages available for the various levels. These increases were…
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HUMAN RESOURCE MANAGEMENT SIMULATION GAME OF GREEN LEAFS HOTELS The results of the first quarter show a general cost of hiring and layoffs of $216,000. This is made up of a total of 64 new hiring, 5 promotion additions and 5 promotion losses. There were various increases in the wages available for the various levels. These increases were $50, $40, $30, $25, and $15 for each of levels 5, 4, 3, 2, and 1. The total training cost came up to $38,000. The effect of all these training and hiring was that absenteeism and accidents rates were reduced as morale of workers was boasted, especially for the increases in wages. Example, the accidents recorded were not above the industry average of 494 but equal to it. Absenteeism was also not more than the national average of 498 but equal to it.
For the second quarter, the cost of hiring and layoffs dropped to $185,000. This comprised a sum of 60 new hiring, 5 new promotion additions and 5 promotion losses. This move helped in recording no overage or shortages. Different rates of wages increases were carried out across various levels given as $20, $15, $10, $7, and $5. This was in relation to a total training cost of $33,800. Indeed, the department did not pay as much attention to issues of training as it did in the previous quarter. The reason was that there were not as many new vacancies that needed to be filled. But the absence of training slightly increased accident rates and absenteeism (Chen and So, 2002).
The total cost of hiring and layoff for the third quarter came up to $158,000. This entailed 59 new hiring, nine new promotions nine promotion losses. Consequently, there was no vacancy, anytime there was a loss of promotion position. Except for level 5, there was planned wage increase across all levels with levels 4, 3, 2 and 1 recording increases of $60, $55, $50 and $45. This was in relation to overall training cost of $33,800 just as in the second quarter. This means that we learnt from our mistakes in the second quarter were wages increases were not used as a means of morale boaster to ensure that there was sufficient wage increases this time round. The motivation helped in improving punctuality but because cost of training was not increased, minor accidents were still recorded (Hissam and Daniel, 1999).
The fourth quarter saw one of the least total costs of hiring and layoffs, which came up of $100,000. Much of these went into promotions as compared to hiring as there were 50 new hiring; less than previous quarters but 19 promotions; far more than had been for any previous quarter. This quarter saw the highest increase in planned wages with the various levels named levels 5, 4, 3, 2 and 1, recording planned increases of $500, $350, $255, $208, and $180. The numbers were high for the increases in wages because the number of projected employees was also high. The total training cost for this quarter went up to $39,000, which was the highest since the beginning of the year. The need for increased expenditure on training was important as there was the need to avoid the forms of turnover that had been experienced earlier (Humphrey, 2001).
The results for the fifth quarter showed that a total of $169,000 was spent on hiring and layoffs. This involved a total of 54 new hiring with a majority of these hiring being put at the job level 1. There were projected wages increases 60, 50, 40, 30, and 20 across the various job levels indicated as level 5, 4, 3, 2, and 1. These increases could not help in reducing cases of accidents and improve performance because they were not motivating enough for the various employees (Breiman et al, 2009). The accident rate was for example, 293, as compared to 250 for the industry average. Absenteeism was also 366, which was above the industry average of 316.
Breiman, L., Friedman, J., Olshen, R., Stone, C.J. 2009. Classification and Regression Trees. London: Wadsworth.
Chen, C. C. and So, R. W. 2002. Exchange rate variability and the riskiness of US multinational firms: evidence form the Asian financial turmoil, Journal of Multinational Financial Management, Vol. 12, pp. 411-428.
Hissam S and Daniel P. 1999. COTS in the Real World: A Case Study in Risk Discovery and Repair. Carnegie Mellon Software Engineering Institute: Pittsburgh, PA
Humphrey, W. S. 2001.Managing the Country Process. New York: Addison-Wesley Publishing Company Inc., Read More
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