The report gains an understanding of the role of multi-unit manager in one of the biggest hospitality chains named Westin Grand Hotel. The report is to recognise the importance of multi-unit managers in service organisations and understand their job roles and significance. …
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According to the research findings the hospitality industry mostly comprised of small and medium organisations, often administered by the owners. It provided series of suitable services and attractions within local range. However, with respect to global perspective, the appreciation of customers and corporate effectiveness of hospitality industry started to transform during 1950s with the growth of large scale groups or hospitality chains. These hospitality chains are devoted to the long-standing business plan to global expansion, demonstrated by the numerous brands. These expansions have predictable outcomes for the organisational structure as the hospitality businesses are becoming increasingly large, multi-site corporations, regulating business operations and manipulating the supply chain from central production to arranged service distribution systems. This structural transformation resulted in a rising hierarchy of management in order to control complex network, including the selection of multi-unit managers. In present times, the hospitality sector is ruled by global brands and chains. The succeeding development of managerial structures and arrangements has been characterised by a prerequisite of ‘middle management layers’ with respect to multi-unit managers. Such managers create the level of direction instantly upon division managers and are vital interface between the divisions and the strategic hierarchy of the administration. (D'Annunzio-Green & et. al., 2004). Purpose of the Study The report is intended to gain an understanding of the role of multi-unit manager in one of the biggest hospitality chains named Westin Grand Hotel. The investigation is focused on obtaining information from the employees including role of multi-unit managers, selection, training, remuneration, business and other conversion matters in Westin Grand Hotel of Munich. It also identifies the human resource strategies designed by Westin Grand Hotel for business operations. The purpose of this report is to recognise the importance of multi-unit managers in service organisations and understand their job roles and significance. Human Resource Strategy in Hospitality Organisations Traditionally, human resource was more suitably named as “personnel”. In this role, professionals are liable for recruiting, employing, compensating, program planning, negotiating, and managing collective bargaining settlements, strategy development, workers record keeping and serving as a channel for employee opinions and concerns. Role of human resource experts are expanded to include communications, training, safety, employee relations and recognition and reward programs (Rutherford & O’Fallon, 2007). Human resource strategy in hospitality organisation is directorial in nature. A nationwide tendency in human resource is to shift from directorial role to the combination of human resource in strategic planning. This drive was supported by growth of human capital or human asset in a company. Human assets can be described as talent, judgement and cleverness of organisation’s employees. In large hotel chains, human assets are regarded as one of the three constituents of organisations which include intellectual assets, customers and operational assets. The measurement of human resource strategy as competence can be identified as improvement in systems, intellectuality, dexterity, performance, assertiveness and enthusiasm (Boella & Goss-Turner, 2005). According to a
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The study just simply tries to show someone the importance of integrating the concept of managing human resources, most importantly in the event of expansion of the firm which specifically would include alignment and substantial change in the process. Managing human resources is such a complex activity in an organization.
Human resources management or department in any organization is responsible for offering and explaining benefits, managing health and safety issues of the company, advising on special work programs, data handling related to employees, motivation of employees by offering incentives and handling all sorts of complaints against the workers or management.
According to (Deb, 2006:46-51) argues that the company has a structured process for selection and recruitment so as to ensure that they have the right number of people in the right jobs and at the right time. As a result it attracts applicants for both the managerial and operational roles.
It would seem the most likely comparable sampling approach used in the Middlemist article is the probability sampling (Rosnow & Rosenthal 199-200). In the sense that the selection of the men relied on the probability of the random men who may enter the restroom were only used in their study.
Human resource management (HRM) stands at the core of any business management as it is concerned not only with managing the critical resources but also owns the responsibility of acquiring the best resources as well as retaining them with the use of a variety of rewards and practices.
Outsourcing has been widely adopted by multinational firms in the recent past and more and more companies are being lured by the success of these ventures. India, China, Philippines, Ireland and Mexico are some of the most popular outsourced locations. As with any strategy, there are benefits to be realized and risks to be mitigated.
According to him, his company’s employees very often entered into conflicts with the management and thus the HR department very much focused on the job satisfaction of employees. For this, its main role was to
owever, often organizations are unable to engage their employees in the organization’s activities and employees are only involved up to the extent of performing their job, which they often do half-heartedly (Zheng et al, 2010).
If the employees of an organization are not
es, responsibilities and accountabilities that determine the power relations, decision-makings and financial disbursement to make it truly functional. This structure and interdependence of departments are likewise built to meet the strategic organizational goals and objectives,
According to the study conducted human resources management is important for the success of every organization. In this context, J Sainsbury plc has strong human resource that assists the organization to enhance its performance and attain competitive advantage. The role of the HR managers and their functions prove to be effective if addressed accordingly.
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