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本文是MBA专业的留学生Essay范例，题目是“A Strategic Review of the People Management Issues in Capital Hotels and Conference Centres (CHCC)（首都酒店和会议中心人员管理问题的战略回顾）”,首都酒店和会议中心(CHCC)是一家中型国际企业，拥有并运营着50家酒店和会议中心，主要分布在英国和西欧。最近，该公司的战略已经转向，只瞄准图卢兹、班加罗尔、曼谷、布加勒斯特和上海等首都城市的四星级酒店，并将其三星级酒店和酒店的所有者替换为英国总经理。 INTRODUCTION 介绍 Capital Hotels & Conference Centres (CHCC) is a medium-sized international business that owns and operates 50 hotels and conference centres mainly in the UK and Western Europe. The company strategy has shifted to targeting only 4-star hotels lately in capital cities such as Toulouse, Bangalore, Bangkok, Bucharest and Shanghai and getting away from their 3-star venues and hotels going forward replacing the owners with a British General Manager. This report aims to analyse the factors that are likely to be contributing to the people management problem in CHCC. First, this report will discuss issues related to low business growth, then examine the challenges that this organisation has faced with the Graduate Development Program and finally move to identify the issues related to managers ' engagement, development and turnover. As a member of HBS hospitality & tourism consultancy services, a strategic review of the people management issues must be carried out for the apparent growth of the business analysing the CHCC acquisitions strategy and financial performance.
LOW GROWTH 低增长 As analysed from the Nampak business case study by Smedley (2011) A Lot of Bottle, where the business was cost-focused and traditional manufacturing without considering people's savings. The Managing Director of the company Nampak, Eric Collins says, “The mindset has traditionally been that labour is cheap- so you invest in machinery and processes, you don’t invest in people”. CHCC is also a cost-focused company where, the company views their staff as a cost instead of viewing them as an investment. 正如Smedley(2011)在Nampak商业案例研究中分析的那样，A Lot of Bottle的业务专注于成本和传统制造，没有考虑到人们的储蓄。Nampak公司董事总经理埃里克•柯林斯(Eric Collins)表示:“传统上，人们的观念是劳动力便宜，所以你投资于机械和流程，而不是投资于人。”CHCC也是一家注重成本的公司，公司将员工视为一种成本，而不是一种投资。 Another issue prevailing here in CHCC is that CEO (ex-chef) aimed to create hotels for good quality restaurant to attract local diners in addition to hotel and conference guests. The hotels lack the operational excellence required by the hotel targets in order to deliver at par excellent guest experience. The fierce competition and lack of quality in service leading to a slower growth rate in comparison with the similar hotels and conference businesses. As viewed in the case study by Karson and Murphy (2013) on attracting local guests to resort food and beverage operations: The case of the Orlando Resort and Spa. Restaurant owners needs to understand the foundations of marketing strategy in order to identify their most profitable consumer base and the strategies needed to capture their patronage. The National Restaurant Association (2007) defines marketing strategy as consisting “of the major decision you must make about the segment of a market, which one or ones you can profit by addressing, how to position your products and services in that market, and why that market should buy your products and services.” CHCC have replaced the owners with the British General Manager and seconded a Head of F&B and other Heads of the department from the UK. As suggested by Chung (2011) Developing your global know-how. ‘Global experience is considered imperative for career success, especially in the sales and marketing function’ regarding the relocation of the staffs or executives. Because it causes failure to adapt to a different culture, lack of competency and lack of communication skills resulting in a slower organic growth in the company as managers are not satisfied with their jobs. CHCC已经用英国的总经理取代了所有人，并从英国借调了一名餐饮主管和其他部门主管。正如Chung(2011)建议的那样，发展你的全球技能。“全球经验被认为是事业成功的必要条件，尤其是在销售和营销职能方面”，涉及到员工或高管的调动。因为它会导致无法适应不同的文化，缺乏胜任力和沟通能力，导致管理者对自己的工作不满意，导致公司有机增长缓慢。 Due to the acquisition, the turnover or the organic growth rate of hotel was less (around 60 million pounds) as compared to the competitors which are making 61 to 63 million per year. (1% to 3% more). As the study suggested by Amorós and Dalmau (2012). The Impact of Mergers and Acquisitions on Brand value in the Hotel Sector during the economic crisis in Spain says that, Mergers and Acquisitions (M&As) was the solution for many businesses to deal with the crisis, viewed by businesses as an efficient and fast way to gain market share, expand into new markets and acquire new brand. But making an M&A does not warranty that the new firm will succeed in every objective. It’s hard to meet all the stakeholder challenges. All researchers and media reports claim that most mergers fail, approximately 70% of acquisitions fail to achieve their expected value. Consequently, mergers and acquisitions sometimes end up destroying rather than creating value to companies. The location of the company also acts as a factor of low growth here, as it is based in Reading, Berkshire which is a small town in England surrounding the countryside ideally not good for a business hub as it is famous for its medieval period. As suggested by Klein (2004) Corporate Headquarters Site Selection, the headquarters location is an important part of the company's image and role for its shareholders and consumers as well and is a basic component of its market position and how its products are perceived by the customers. THE GRADUATE DEVELOPMENT PROGRAMME研究生发展计划 The problem here is with the Graduate Development Scheme set up by the Personnel Manager for recruiting the graduates, most of whom were only British. It was unsuitable and most of the graduates left within few months for better pay and benefits as company lacked management and training development centres for the graduates neither the managers have any selection nor recruitment skills. According to the HR director Stevens J Sainte-Rose (Coca-Cola, 2008) for external appointments “You always have to have a fresh perspective and fresh thinking”. The Monitoring, Validation and Assessment process is missing from CHCC managers here to understand the needs of the staff to have training objectives for better strategic planning for the company. 这里的问题在于人事经理为招聘毕业生而设立的毕业生发展计划，其中大多数毕业生都是英国人。这是不合适的，大多数毕业生在几个月内离开了更好的薪酬和福利，因为公司缺乏管理和培训发展中心的毕业生，经理没有任何选择或招聘技能。人力资源总监Stevens J Sainte-Rose(可口可乐公司，2008)在外部任命时表示:“你总是需要有一个全新的视角和全新的思维”。这里的CHCC经理缺少监控、验证和评估过程，以了解员工的需求，以实现更好的公司战略规划的培训目标。
A survey from the Coca-Cola (2008) Caught by the Fizz, brand commitment showed that marketing staff thought that more time was spent purchasing the talent to fill the positions rather than cultivating the talent. There was a running pilot programme to assess the training and development and evaluate the advancement strategies that would check whether people identified as highflyers were ready for promotion. CHCC has failed to adapt the functioning of The International Assignment Cycle (Harzing and Christensen,2004) which closely follows the Recruitment and Selection process involving internal and external consultants, followed by the Hiring and Preparation of workers, by providing them with training to adapt to the Expatriation in another country followed by the Repatriation, enabling them to return and adjust back in the company. The concern added here is that, the Head Housekeeper and Public Relations and Publicity Manager are women and as a female, they could have some issues such as job discrimination, irregular working hours or perhaps the level of skills required in the hospitality industry. As said by Weyer (2007) explaining about the persistence of the glass ceiling for women leaders Gender inequality remains in leadership positions, even with lower-level women's visibility 20 years later. 这里还需要关注的是，管家主管和公共关系和宣传经理都是女性，作为女性，她们可能会遇到一些问题，比如工作歧视、不规律的工作时间或酒店业所需的技能水平。正如Weyer(2007)在解释女性领导人的玻璃天花板存在的原因时所说，性别不平等仍然存在于领导职位中，即使在20年后，较低级别的女性也能得到关注。 Also viewed from the case study by Menicucci et al. (2019) on Does gender matter for hotel performance? As gender diversity in the workplace is perceived both as a social and ethical imperative (Kelan, 2008; McCabe, Ingram, & Dato‐on, 2006). Given the evolution of women's participation in the global labour market, it is noteworthy that a growing number of women hold leadership positions previously controlled by men. Female employees often find it difficult to compete with their male counterparts due to various visible and invisible obstacles and barriers (e.g., marriage, motherhood, sexism and stereotyping). For instance, this issue is heightened when the functional aspects of hospitality management include long working hours and high levels of flexibility (Pinar, McCuddy, Birkan, & Kozak, 2011). Menicucci等人(2019年)的案例研究《性别对酒店绩效重要吗?》因为工作场所的性别多样性被认为是一种社会和道德责任(Kelan, 2008;McCabe, Ingram， & Dato - on, 2006)。鉴于妇女参与全球劳动力市场的发展，值得注意的是，越来越多的妇女担任以前由男子控制的领导职位。由于各种可见和无形的障碍和障碍(例如婚姻、母性、性别歧视和陈规定型观念)，女雇员往往难以与男同事竞争。例如，当酒店管理的职能方面包括长时间工作和高水平的灵活性时，这个问题就更加突出(Pinar, McCuddy, Birkan， & Kozak, 2011)。 The issue here is that the Personnel Manager and Training Manager have been internally promoted from the F&B department and are now reporting to the Finance and Administration Manager. As the Finance and Administration Director's job description indicated by the Princeton-Blairstown Centre (PBC) is a 108-year-old, 501(c)(3) non-profit organization notes that its role is responsible for the organization's accounting, financial reporting, budgeting, tax compliance, investments, insurance, talent management and audit functions. The position ensures appropriate controls and procedures of the financial and accounting process are in place and is also responsible for managing the organization's operational, talent management and IT structures. That's why they are better suited to strategic decision-making and operations that improve the performance programming and capacity building of the organisation, therefore not really people oriented. SATISFACTION, DEVELOPMENT and TURNOVER of MANAGERS管理者的满意度、发展与离职 Middle managers moving on to better jobs as they have received very little management training or development despite the fact the company was holding an open course management programmes for the managers. According to Dr Cole (2016) CIPD report about Training Line Managers says, There is a terrible confluence of pressures on middle managers to ensure that workers provide a truly high-quality service to service users, meet the organization's needs in terms of results, performance details, be transparent to department heads, look at the team's care and confinement to protect them in that sense. Therefore, it is important to provide training and development programmes for additional experience, understanding, structured work and thinking for them to take away good institutional memory as they go on to find better jobs. 中层管理人员得到了更好的工作，因为他们几乎没有得到管理培训或发展，尽管该公司为管理人员举办了公开课程管理课程。根据Cole博士(2016)关于培训线经理的CIPD报告，中层管理者面临着一种可怕的压力，他们需要确保员工为服务用户提供真正高质量的服务，满足组织在结果、绩效细节方面的需求，对部门主管透明，看看这个团队为保护他们所付出的努力吧。因此，重要的是为他们提供培训和发展方案，使他们获得更多的经验、理解、有组织的工作和思考，以便在他们继续寻找更好的工作时带走良好的体制记忆。 In order to take away the institutional memory when the managers or staff leave, as seen from the Coca-Cola (2008) Caught by the fizz case study, Managers deal with an unforeseen problem, counselling, training sessions, personality development and feedback, and 360-degree analysis. When participants leave the centre, detailed feedback is given from both a marketing manager and an SHL (Saville and Holdsworth Limited) an international company conducting personality, behavioural and skill testing providing individual solutions coaches that relate to their current development programmes. One of the recruitment choices for middle managers was to second them to global hotels and bring them back to senior positions, but 25 per cent left early due to unhappiness 35 per cent fell short of GM's goals and 30 per cent left within one year because of the lack of cross-culture training programs, language barriers, culture differences, lack of communication skills, lack of competency and political instability provided to them by CHCC. According to a report by Prokesch (2007) How GE teaches teams to lead change says that the reasons for the foster growth of the company have been: Team training through an opportunity for managers to reach consensus on the obstacles to progress. Participants are encouraged to understand both hard barriers (organisational structure, skills and resources) and soft barriers (how the leadership team members act and spend their time individually and collectively). Managing the present and building the future is everlasting leadership. Create a common language of transition. The programme was not an academic exercise; it was intended to establish an action plan for the company. According to the research conducted by Deery and Jago (2015) on Revisiting Talent Management, work life balance and retention strategies says that, employees who left for another company did so because they were given career progress or because they were confronted by other hotels offering better terms of employment. While greater opportunities for training and development are very important to retain staff. Karatepe (2013b) says that work engagement as a motivator will help retain talented employees through training empowerment and rewards. CONCLUSION结论 After analysing the case study, the factors responsible for the cause of the problems was mainly the lack of training and development programs by the company. The root cause was having this business run by a Britisher instead of hiring a local Manager from the target countries as they were expanding towards Asia in order to understand and get familiarised with the local culture, people and language. 通过案例分析，导致问题的原因主要是公司缺乏培训和发展项目。根本原因是这个业务由英国人经营，而不是从目标国家雇佣当地经理，因为他们正在向亚洲扩张，以了解和熟悉当地的文化、人民和语言。 CHCC lacked recruitment and selection training due to which many graduates left their jobs as they were not given any feedback, motivation, incentives or rewards for good performance along with better pay and benefits. The aim of the CEO who was an ex-chef had no experience in CRM (customer relationship management), was not updated with new technology and advancement and lacked experience for the current role. His aim was to create a hotel for good quality restaurant and attract locals for the business but he seems to lack skills , and does not appear to be well equipped with the staff management recruitment and operational qualities in order to meet the hotel targets to deliver excellent guest experience. The company can benefit immensely from a proper marketing team to handle internal and external promotions of the company. The company was not updated, and Head of the Departments was following the old-fashioned recruitment policies as they were not agile thinkers and lacked efficiency and effectiveness in delivering the services with their team. They lacked staff satisfaction and retention due to which many graduates moved on for better jobs. As the success tagline stated by Chiemelie (2019) Bacardi Martini UK “Family and people focus culture”. CHCC needs to effectively develop a set of organisational values to communicate, direct and reward, and use appropriate training and recruitment to enhance the match between potential and current staff and the needs of a value-based organisation. 他们缺乏员工满意度和留任能力，许多毕业生因此跳槽去找更好的工作。正如百加得马提尼英国分公司基美莉(2019)的成功口号“以家庭为中心，以人为本的文化”。CHCC需要有效地发展一套组织价值观来进行沟通、指导和奖励，并通过适当的培训和招聘来加强现有员工和潜在员工之间的匹配，以满足价值导向组织的需要。 留学生论文相关专业范文素材资料，尽在本网，可以随时查阅参考。本站也提供多国留学生课程作业写作指导服务，如有需要可咨询本平台。 |
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