Tuesday, March 5, 2019
Human Resources Planning for Hospitality and Tourism
Graduate School Trisakti Institute of Tourism final exam Assignment (Problem Solving) Course Human Resources Planning for cordial reception and Tourism Lectrurer Prof. Syamsir Abduh, PhD show window Study 1 Brunt Hotels, PLC, takes more than 60 hotels through break through the United Kingdom. They recently stimulated a minor hotel chain headquartered in France. Brunts chief executive decided that half of the unsanded hotels in France would be retained and rebranded as part of the Brunt Hotels Group the opposite half entrust be sold.This forget support Brunts strategic objective of growing the system late to make sure enough that new ventures ar well supported and assailable on eon and on budget. Brunts hotels be considered budget accommodations they are functional, clean and reasonably priced. Additional information about UK hotel standards is available at Most guests stay for one to three nights and are a confederacy of commercial enterprise and leisure travell ers. The hotels are typically situated in business district locations that are easily accessible by mass transit.Relevant materials Hospitality and Tourism RelationshipTourists are attracted to these hotels in popular visitor destinations where the many topical anesthetic attractions mean that they will not be spending much while in their hotel rooms. The organization has decided to use an ethnocentric approach and come in round of their existing UK-based dispensers to France to lead the changeover of the new hotels and then manage them after they re-open. If this new overseas venture is successful, Brunt may decide to acquire other small hotel classs in other European countries. The organization would pause care to own 150 hotels in the next five years. Their 10-year plan is to own 300 hotels across Europe.This is an ambitious target, so it is important that the organization finds an utile formula to operate successfully in other countries. The management team decides to s elect only one of the three proposed planning programs, confident that it will be useful and informative for the new expatriates. However, they would also like to supply external support for the new expatriates to make their transition to a new country as smooth as possible. They are aware of some of the services that can be offered to support employees on both a personal and professional level, but do not have a comprehensive overview. disbelief The management team asks you to conduct Internet-based research to find out what expatriate support services are available. Case Study 2 (see the case study 1 Brunt Hotels) The management team liked your recruitment advertisement, but realized that they did not consider the fee for these new positions Since the organization has never hired managers to work outside the UK before, they do not live on how to start determining the compensation. They provide you with the following information that they found on the Internet * Existing salar y for managers is ? 0,000 (45,000 Euros) plus bonuses. * Surveys show that the median(a) salary for hotel managers in France is 60,000 Euros with no opportunity to earn bonuses. The directors want to have a consistent approach as to how they compensate expatriates because they expect their overseas business to expand in the future. They also want existing employees to be enticed into running(a) abroad and want to have a true(p) range of incentives. Question Design a compensation package for the hotel management position. Explain the rationale for your design.You may also include non-financial benefits. Case Study 3 This is a case of two competing hotels, sunup Hotel and B all(prenominal)side Hotel that are both located in a medium sized, tourism based town in the nor-east U. S. The hotels are both competing for the same set of guests, as well as the same set of potential employees. They are both budget hotels, reform next door to each other, with 60 guest rooms each and a vie w of the beach. The line during bloom of youth season for the sunrise Hotel is 98%, but during the winter months goes down to 65%.The Beachside Hotel has peak season occupancy of 90% and off peak occupancy of 50%. Joe is the oecumenic manager of Sunrise Hotel and has been in his current position for 5 years. He has been with Sunrise Hotel for a total of 10 years. He worked his way up at Sunrise Hotel from front desk agent to front desk supervisor, and finally to Assistant General Manager before he became the General Manager. He does a profound job of screening potential employees for his front desk area of the hotel because he realizes the splendour of that area of the hotel, especially in tourist areas.He also has incentives set up for excellent performance of the front desk agents and training and development programs designed to give e actuallyone information that will help them do their job better. There is a sense of teamwork at Sunrise Hotel and that helps everyone wan t to do a good job. His guest satisfaction rates for his hotel are overall excellent. On a rating scale of 110, his hotel averages a 9. The average length of tenure of his employees is 4 years, and his current front desk supervisor was promoted from within, along with his Assistant General Manager.Because of the small size of the hotel, Joe is actually involved with all of the hiring decisions and helps to give training programs himself, along with his leadership team. The employee turnover at the Sunrise Hotel is 25% overall and that is to begin with when hourly employees graduate high school or college and leave the Sunrise Hotel for a career somewhere else. Brian is the General Manager of the Beachside Hotel and deals with a very different situation. Brian was brought in from another hotel in the same hotel group about 6 months ago.He was told by his boss that he needed to fix this hotel so that it would start having better node satisfaction ratings and more return guests. de spite the fairly high occupancy noted during peak seasons, the off peak season occupancy is only 50%. Also noted by his boss, the occupancy should be as good as the Sunrise Hotel. Brian has been with his hotel group now for 2 years and he came out of the accounting and pay department in his old hotel. He has a great reason of the numbers in the lodging industry, but has not been involved with the tender resource aspects of the job.The turnover of hourly employees at Beachside Hotel is 120% and that means that Brian is continuously running the hotel short handed and with new employees. The Beachside Hotel has been doing the hiring through a benevolent resource practitioner in the hotel that was put in the position because she really could not handle serving guests at the front desk very well. bloody shame was promoted to compassionate resources a year ago after she had one withal many altercations with the guests at the front desk. The owner of the hotel wanted to make sure th at she would not make any of the other guests angry, so he promoted her to a human resources practitioner.Since that time, she has been busy trying to keep up with hiring and she has had no time for training employees. Because she is so busy, paychecks often come out to employees late, there are no policies written down for employees to use as a convey for performance, customers are treated badly by new and poorly adroit employees, and the departments of the hotel do not communicate very effectively and therefore everyone blames everyone else when things go wrong. The average length of tenure of the front desk agents at the Beachside Hotel is 3 months and the customer satisfaction rating at the Beachside is a 6 out of a 10 possible rating.Most of the front desk agents that are hired come from other hotels in the area after they quit or are fired. Brian is not involved in the hiring for the hotel at all, and does not get involved with training and development. He spends most of his days looking at the financial reports for the hotel and analyzing average daily rate, occupancy rates, and REVPAR. Brian knows that he has many problems to deal with and so he goes to the Sunrise Hotel to observe things over there for a while. He sees a adroit crew and talks to Joe about how he is making that happen.Joe is happy to help, but wants Brian to go back and observe his employees first and come up with ways that he specifically can help guide Brian. Questions 1. What could Brian suss out from Joe in terms of the human capital aspects of running a hotel? 2. What human resource planning initiatives could be undertaken by either the Sunrise Hotel or Beachside Hotel in order to help with the overall performance of their respective organizations? available from Monday, 3 declination 2012, 0700 AM Due date Monday, 3 December 2012, 1230 PM
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