Hailong Hotel is situated in China’s Liaoning Province Fuxin City. The General Manager of the hotel is Lishuang Yao. The hotel consists of 7 floors. The first floor of the hotel comprises reception as well as office rooms. The rest of the floors at the hotel have guest rooms. …
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The rest of the floors at the hotel have guest rooms. The total number of staff working in the hotel is thirty. The hotel has four receptionists, six floor supervisors, six room attendant, one cleaner, two securities, two hostess, two accountants and one general manager (Trip Advisor, 2012). When innumerable people work together in the same organisation, it becomes quite complex for the human resource manager to manage these group of people. Therefore, the main objective of this paper is to determine an issue in Hailong Hotel and thus offer a theoretical background to the processes that is being focused on in the paper. Furthermore, the paper will also attempt to analyse that specific issue within the agency. Issues in Hailong Hotel Human resource management has attained major focus in the recent years because it contributes to overall efficacy in the organisation. If the overall success of the organisation depends upon the competence of its employees then it is significant for the organisation to manage them in a proper way so that the goals can be attained effectively (Yang & Cherry, 2008). The main issue that has been recognised is related to proper management of staff in the Hailong Hotel. The hotel staff requires adequate training so that they can function effectively and thus assist in attaining the goals of the organisation. Lack of training demotivates the employees to work in a proper way and thus might hamper the overall effectiveness in the hotel. Ineffective training problems generally tend to be associated with the workplace problems and thus if the hotel focuses upon improvement in the training that is rendered to the staff then it is likely to reduce problems related to understaffing and theft (Yang & Cherry, 2008). Theoretical Background to the Issues Being Identified Even though the hospitality industry identifies the fact that institutions from where they are recruiting their human resources are performing well, there are numerous concerns. There are many hotels that are offering poor and inconsistent training and also train the wrong kind of people in order to attain a training subsidy. It can be mentioned that training must be attached with additional retention policies (Zhang & Wu, 2004). It is vital for an organisation to create a form of career structure as well as career development through which the industry can endeavour to modernise the recruitment as well as training methods. The hotel industry must offer its staff with the opportunity to progress professionally by means of studies and training, traineeships and apprenticeships (Whitelaw & et. al., 2009). Hospitality industry is one within which the customers are continuously overwhelmed within the hospitality in the way in which they are treated. It is a known fact that if the staff are provided with the quality training then in such circumstances it can enhance the motivation and their performance. Furthermore, the turnover rate of the staff might reduce as well (Valachis & et. al., 1995). It is quite difficult to be a part of the hotel industry especially in terms of management position. Different types of people tend to visit the hotels daily. Understanding this diverse group of people is also a cumbersome task for the management of the hotels. Diversity related training can mean a lot of factors. Training can focus simply upon the comprehension of cultures of numerous identifying groups and recreating a person’s biases, prejudices as well as stereotypes. Diversity training can be more focused upon the skills to assist the staff to learn a
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