Scribd Logo
Upload

Welcome to Scribd!

  • 239 views

    Human Resource Management

    Uploaded by

    Josie Ong Ai Ling
    This document discusses managing global human resources at Hotel Paris. It notes that Hotel Paris operates hotels in 11 cities across Europe and the US, but lacks formal processes for identifying and training management employees for international assignments. For example, one US manager and her family were abruptly returned after complaints about being away from friends. The HR director, Liza, realized improvements were needed to manage the multinational business better. Each city's hotel also has separate local HR systems, making it difficult to obtain company-wide metrics. The document evaluates ways to enhance Hotel Paris' global HR practices.

    Copyright:

    Attribution Non-Commercial (BY-NC)
    Download as PPT, PDF, TXT or read online from Scribd

    Human Resource Management

    Uploaded by

    Josie Ong Ai Ling
    239 views12 pages
    This document discusses managing global human resources at Hotel Paris. It notes that Hotel Paris operates hotels in 11 cities across Europe and the US, but lacks formal processes for identifying and training management employees for international assignments. For example, one US manager and her family were abruptly returned after complaints about being away from friends. The HR director, Liza, realized improvements were needed to manage the multinational business better. Each city's hotel also has separate local HR systems, making it difficult to obtain company-wide metrics. The document evaluates ways to enhance Hotel Paris' global HR practices.

    Copyright

    © Attribution Non-Commercial (BY-NC)

    Available Formats

    PPT, PDF, TXT or read online from Scribd

    Did you find this document useful?

    Is this content inappropriate?

    This document discusses managing global human resources at Hotel Paris. It notes that Hotel Paris operates hotels in 11 cities across Europe and the US, but lacks formal processes for identifying and training management employees for international assignments. For example, one US manager and her family were abruptly returned after complaints about being away from friends. The HR director, Liza, realized improvements were needed to manage the multinational business better. Each city's hotel also has separate local HR systems, making it difficult to obtain company-wide metrics. The document evaluates ways to enhance Hotel Paris' global HR practices.

    Copyright:

    Attribution Non-Commercial (BY-NC)
    Download as PPT, PDF, TXT or read online from Scribd
    Download as ppt, pdf, or txt
    239 views12 pages

    Human Resource Management

    Uploaded by

    Josie Ong Ai Ling
    This document discusses managing global human resources at Hotel Paris. It notes that Hotel Paris operates hotels in 11 cities across Europe and the US, but lacks formal processes for identifying and training management employees for international assignments. For example, one US manager and her family were abruptly returned after complaints about being away from friends. The HR director, Liza, realized improvements were needed to manage the multinational business better. Each city's hotel also has separate local HR systems, making it difficult to obtain company-wide metrics. The document evaluates ways to enhance Hotel Paris' global HR practices.

    Copyright:

    Attribution Non-Commercial (BY-NC)
    Download as PPT, PDF, TXT or read online from Scribd
    Download as ppt, pdf, or txt
    of 12

    Human Resource Management

    Managing Global Human Resource

    Prepared by:
    ONG AI LING ZP00603
    JESSICA LAVINIA ZP00570
    Managing Global Human Resources
    • Hotel Paris runs hotels in 11 cities in Europe and
    United States.
    • The hotel do not have formal means of
    identifying or training management employee
    for duties abroad.
    • The hotel spent > $600’000 sending a U.S
    manager and her family abroad.
    – The company had to return her abruptly when the
    family complained bitterly of missing their friends
    back home.
    • Liza realized it was no way to run a
    multinational business.
    • She turned her attention to developing the
    HR practices her company required to do
    business.

    Inhibiting the
    Current global
    hotel from being
    HR practices
    the world class
    by Hotel Paris
    guest services
    company
    • For example, high performing service and
    hotel firms had formal departure training
    programs for at least 90% of the employees
    they sent abroad.
    • Each city’s hotel operating its own local hotel
    HR information system.
    • Its hard for Liza and company to obtain
    reports on metrics like ;
    – Turnover
    – Absences
    – Worker’s compensation cost
    Question 1
    • Provide a 1-page summary of what individual
    hotel managers should know in order to
    make it more likely incoming employees
    from abroad, like those in the Hotel Paris’s
    management development program, will
    adapt to their new surroundings.
    • According to the 5 Factors Important in
    International Assignee Success and Their
    Components (page 665) :
    1. Job Knowledge and Motivation
    2. Relationship Skills
    3. Flexibility/ Adaptability
    4. Extracultural Openness
    5. Family Situation
    • What individual managers should know ?
    i. Background
    ii. Culture
    iii. Language
    iv. Capability
    v. Working experiences
    vi. Communication skills / relationship
    vii. Adaptability
    viii. Orientation
    ix. On-going training
    Question 2 Pay for Performance
    • In previous chapters you • Why is it important?
    recommended various – Motivation
    human resource practices – Assess the behaviors
    Hotel Paris should use.
    – Reward great individual
    Choose one of these, and
    explain why you believe effort
    they could take this – Encourage team results
    program abroad, and how – Noticeable reward
    you suggest they do so. – Long term/ short term
    incentive
    • Implementation
    – Hotel industry= Service industry
    – Guests and staffs relationship
    – Pay per performance advantages :
    • Motivate staffs to do better job
    • Differentiate high vs. low performance
    • Happy staffs = Happy company
    – Acknowledgement from the company
    • Certificate
    • Bonus reward
    • Appreciation reward
    • Promotion
    • On-going assessments
    Question 3
    • Choose one Hotel Paris human resources
    practice that you believe is essential to the
    company achieving its high-quality-service
    goal, and explain how you would implement
    that practice in the firm’s various hotels
    worldwide.
    Training and Developing Employees
    • Essential to achieve the company’s high-
    quality-service goals.
    • A set of training and development tools that
    must be followed worldwide.
    • Meets the criteria of hotel operation
    standard.
    • Motivation to perform better.
    • Enhance employees skills.
    • Maintain employees/reduce retrenchment
    • Implementation
     Employee orientation/onboarding
     The employee handbook
     Orientation technologies
     The training methods
     On-the-job training (OJT)
     Apprenticeship training
     Informal learning
     Job instruction training
     Programmed learning

    THANK YOU!

    You might also like