人力资源管理英文论文

Table of Contents

Introduction ...................................................................................................... 1

1. Job Analysis ................................................................................................. 1

2. The manager position skills.......................................................................... 1

2.1 Technical skills ..................................................................................... 1

2.2 Conceptual skills . ................................................................................. 2

2.3 Effectiveness skills . .............................................................................. 2

2.4 Communication skills ........................................................................... 2

2.5 Interpersonal skills ............................................................................... 2

3. Experience and performance management ................................................. 3

3.1 Ask for assistance from human resources ........................................... 3

3.2 Read books and other resource materials ........................................... 3

3.3 Attend training programs . ..................................................................... 4

3.4 Link with or join professional organizations ......................................... 4

4. Performance evaluation ............................................................................... 4

4.1 Alternation Ranking Method . ................................................................ 5

4.2 Behaviorally Anchored Rating Scale (BARS) . ...................................... 5

4.3 Graphic Rating Scale . .......................................................................... 6

4.4 Paired Comparison Method ................................................................. 6

5. Tow measuring performance . ....................................................................... 7

5.1 Behaviorally Anchored Rating Scale (BARS) . ...................................... 7

5.2 Management by Objectives (MBO) . ..................................................... 8

Conclusion ..................................................................................................... 10

References .................................................................................................... 11

Introduction

As a manager, its must some question in managing the company and one of your major tasks

is to spearhead your staff‟s professional development and solve the question. But you also

have a responsibility to yourself. An effective manager continually hones his managerial skills.

We examine the relation between managerial ability and earnings quality. We find that

earnings quality is positively associated with managerial ability. Specifically, more able

managers are associated with fewer subsequent restatements, higher earnings and accruals

persistence, lower errors in the bad debt provision, and higher quality accrual estimations. The

results are consistent with the premise that managers can and do impact the quality of the

judgments and estimates used to form earnings.

1. Job Analysis

As a manager you also should know these ，first, that the relationship between HRM and

performance is dependent upon the business strategy the hotel is pursuing; second, that

hotels pursuing an HRM approach coupled with a quality focus within their business strategy

perform best; and, finally, that HRM is more likely to contribute to competitive success where it

is introduced as an integrated and coherent package, or bundle of practices.

2. The manager position skills

There are five working skills required of Tisch have in managing the company and we can

learn that these five working skills are very important to affect the company‟s performance

management.

2.1 Technical skills

This refers to both the technical knowledge of your company‟s products or services and how

the company works as a business. It knows how to utilize and manage the company‟s tools

and resources to meet and exceed the company‟s goals.

2.2 Conceptual skills

Good managers are problem solvers and decision makers who can think outside the box. For

example, Tisch think that two big benefits he derived are rapport with employees and respect

for them.

2.3 Effectiveness skills

Some effectiveness skills are time management, project management, negotiating skills,

operations review, improvement implementation and priority setting. One of management‟s

responsibilities is to give employees the proper tools to do the work, such as the cotton

uniforms that replaced the polyester ones at Loews hotels. Another is to reinforce the

importance of your staff to the company

2.4 Communication skills

The ability to effectively impart ideas, thoughts, words and actions both orally and in written

communication is critical. Presentation skills are also required. Employee roundtables often

follow, so Loews personnel can share and evaluate experiences. The communication helps

everyone recognize what‟s required in the day-to-day running of a hotel.

2.5 Interpersonal skills

Coaching and mentoring staff is an important skill for managers to master. A manager should

be able to work with a diverse group of employees. He should know how to deal with different

personalities to draw out the best in each individual. A good manager is someone who can

bring individuals together to work as a team. “When you are in the hotel business,” Tisch says,

“you have to create partnerships with employees and guests.” The company fosters

partnerships with employees partly by giving everyday recognition. One example is the

housekeeping staff‟s morning break-out session, which varies from hotel to hotel but follows

the same approach.

3. Experience and performance management

Being a successful manager is not simply ensuring that your company‟s profits are soaring or

that your staff are happy. To become a good manager is to continually hone your managerial

skills. Just because you have been a manager for 5 years does not guarantee that you are a

good one. The skills required of managers 10, 15, or 20 years ago are not totally the same as

the skills required of managers now. Continually look for ways to update your managerial skills

so you can be a true role model for your staff and your peers. Skills staff must possess are

different from skills managers must display. As manager, it is your duty to find ways to improve

your own managerial skills. You are the role model and as such should display managerial

ethics and skills to be effective. The manager‟s experience can affect the company‟s

performance management. Here are some ways to further your managerial career and

improve the company‟s performance management.

3.1 Ask for assistance from human resources

Technically, the Human Resource department should have training programs lined up for all

job positions in the company each year. Find out from HR what training programs are available

for the position of manager. The training programs should be a mix of courses aimed at honing

the different skills required of the position.

3.2 Read books and other resource materials

There are many books on managing in general and books that address more specific

managerial skills. For example; there are books on time management, organizational

development, conducting performance appraisals, project management techniques and others.

Take the initiative to explore these resources on your own.

3.3 Attend training programs

Find outside training programs that can help you become a better manager. If you know that

your presentation skills are weak, find consultants that offer this type of program. Use the

internet to find the best training programs that can address your areas for improvement. Make

sure to read reviews by those who have attended these courses already to see if the program

is right for you.

3.4 Link with or join professional organizations

There are professional organizations for managers depending on their field of expertise. By

joining an organization or two, you can share information, ask questions and seek guidance

from those who have been successful managers for many years.

4. Performance evaluation

A study of general managers of 389 United States hotels found that 87 percent of the

respondents conducted regular performance appraisals for all of their employees. This

percentage is similar to that found in other industries. The most frequent interval for

performance appraisals by lodging managers is once per year, also echoing the findings for

other industries. Most managers used more than one type of appraisal and used their

appraisals for more than one purpose. Nearly half used a management-by-objectives

approach for their appraisals (49 percent), followed by behaviorally anchored rating scales (41

percent), narrative essays (37 percent), and graphic rating scales (28 percent). One negative

note is that nearly 15 percent of the managers do not follow their appraisals with feedback

sessions to review those appraisals. The most frequent application of performance appraisals

was for compensation decisions (86 percent), followed by assessing whether objectives had

been met (78 percent), establishing training needs (73 percent), and determining promotions

(65 percent). Three-fifths of the sample reported that performance appraisals were important

to the success of their operation. These are some several kinds of performance evaluation that

I think might suit the hotel industry.

4.1 Alternation Ranking Method

4.2 Behaviorally Anchored Rating Scale (BARS)

An appraisal method that aims at combining the benefits of narrative and quantified ratings by

anchoring a quantified scale with specific narrative examples of good and poor performance.

4.3 Graphic Rating Scale

A scale that lists a number of traits and a range of performance for each. The employee is then

rated by identifying the score that best describes his or her performance for each trait. Rating

scales can include 5 elements as follows:

• Unsatisfactory

• Fair

• Satisfactory

• Good

• Outstanding

4.4 Paired Comparison Method

Ranking employees by making a chart of all possible pairs of the employees for each trait and

indicating which the better Employee of the pair is.

Advantages and disadvantages of paired comparison analysis

• It is useful where priorities are not clear.

• It is particularly useful where you do not have objective data to base this on.

• It helps you to set priorities where there are conflicting demands on your resources.

• This makes it easy to choose the most important problem to solve, or select the solution that will give you the greatest advantage.

Steps to conduct paired comparison analysis

• List the options you will compare (elements as A, B, C, D, E for example).

• Create table 6 rows and 7 columns.

• Write down option to column and row; A to row second, cell first from left and A to row first, cell second from left; B to row third, cell first from left and B to row first, cell third from left etc; column seventh is total point.

• Identify importance from 0 (no difference) to 3 (major difference).

• Compare element “A” to B, C, D, E and place “point” at each cell.

• Finally, consolidate the results by adding up the total of all the values for each of the options. You may want to convert these values into a percentage of the total score.

5. Tow measuring performance

I would recommend for a hotel chain to use the behaviorally Anchored Rating Scale (BARS) and a management-by-objectives approach.

5.1 Behaviorally Anchored Rating Scale (BARS)

BARS were developed in response to dissatisfaction with the subjectivity involved in using traditional rating scales such as the graphic rating scale . A review of BARS concluded that the strength of this rating format may lie primarily in the performance dimensions which are gathered rather than the distinction between behavioral and numerical scale anchors. BARS are rating scales that add behavioral scale anchors to traditional rating scales (e.g., graphic rating scales). In comparison to other rating scales, BARS are intended to facilitate more accurate ratings of the target person's behavior or performance. However, whereas the BARS are often regarded as a superior performance appraisal method, BARS may still suffer from unreliability, leniency bias and lack of discriminant validity between performance dimensions.

Advantages of using BARS

• A more accurate gauge

• Clearer standards

• Feedback

• Independent dimensions

• Consistency

5.2 Management by Objectives (MBO)

Management by Objectives (MBO) is a process of defining objectives within an organization so that management and employees agree to the objectives and understand what they need to do in the organization. The term "management by objectives" was first popularized by Peter Drucker in his 1954 book 'The Practice of Management'.

The essence of MBO is participative goal setting, choosing course of actions and decision making. An important part of the MBO is the measurement and the comparison of the employee‟s actual performance with the standards set. Ideally, when employees themselves have been involved with the goal setting and choosing the course of action to be followed by them, they are more likely to fulfill their responsibilities.

According to George S. Odiorne, the system of management by objectives can be described as a process whereby the superior and subordinate managers of an organization jointly identify its common goals, define each individual's major areas of responsibility in terms of the results expected of him, and use these measures as guides for operating the unit and assessing the contribution of each of its members.

4.2.1 Unique features and advantages of the MBO process

The basic principle behind Management by Objectives (MBO) is for employees to have a clear understanding of the roles and responsibilities expected of them. They can then understand how their activities relate to the achievement of the organization's goal. MBO also places importance on fulfilling the personal goals of each employee.

Some of the important features and advantages of MBO are:

• Motivation – Involving employees in the whole process of goal setting and increasing

employee empowerment. This increases employee job satisfaction and commitment.

• Better communication and Coordination – Frequent reviews and interactions between superiors and subordinates help to maintain harmonious relationships within the organization and also to solve many problems.

• Clarity of goals

• Subordinates tend to have a higher commitment to objectives they set for themselves than those imposed on them by another person.

• Managers can ensure that objectives of the subordinates are linked to the organization's objectives.

4.2.2 There are several limitations to the assumptive base underlying the impact of managing by objectives, including:

·It over-emphasizes the setting of goals over the working of a plan as a driver of outcomes. · It underemphasizes the importance of the environment or context in which the goals are set. That context includes everything from the availability and quality of resources, to relative buy-in by leadership and stake-holders. As an example of the influence of management buy-in as a contextual influencer, in a 1991 comprehensive review of thirty years of research on the impact of Management by Objectives, Robert Rodgers and John Hunter concluded that companies whose CEOs demonstrated high commitment to MBO showed, on average, a 56% gain in productivity. Companies with CEOs who showed low commitment only saw a 6% gain in productivity.

·Companies evaluated their employees by comparing them with the "ideal" employee. Trait appraisal only looks at what employees should be, not at what they should do.

When this approach is not properly set, agreed and managed by organizations, self-centered employees might be prone to distort results, falsely representing achievement of targets that were set in a short-term, narrow fashion. In this case, managing by objectives would be counterproductive.

The use of MBO must be carefully aligned with the culture of the organization. While MBO is not as fashionable as it was before, it still has its place in management today. The key difference is that rather than 'set' objectives from a cascade process, objectives are discussed and agreed upon. Employees are often involved in this process, which can be advantageous.

A saying around MBO -- "What gets measured gets done", „Why measure performance? Different purposes require different measures‟ -- is perhaps the most famous aphorism of performance measurement; therefore, to avoid potential problems SMART and SMARTER objectives need to be agreed upon in the true sense rather than set.

Conclusion

Every Department can function on its own with a Department Head/Supervisor. But, to give proper Guest Service, Maintain Standards and to Increase Hotel Revenue you need a coordinator who can coordinate, guide and control all the Departments in the Hotel.

That is when the Hotel Manager/ General Manager come in, to coordinate the Functions of all the Departments and take the Hotel in the right direction.

So in a nutshell, Managing Hotel is all about keeping the Guest happy by providing him good product (Room, Food and Drink) and service and thus ensuring his/her return which will ultimately lead to the profitability of the Hotel and its Owners.

References

1. Lockwood, A., Jones, P., the Management of Hotel Operations, Cassel.2005

2. Moulin, M., “Eight essentials of performance measurement”, International Journal of Health Care Quality Assurance, Vol.17, No.3, pp.110-112, 2004.

3. Neves, J. And Lourenco, S. “Using Data Envelopment Analysis to select strategies that improve the performance of hotel companies”.

4. Philips, P . “Hotel Performance and competitive advantage: a contingency approach ”, International Journal of Contemporary Hospitality Management, Vol.11, No.7, pp.359-365, 2007.

5. Sharma, A. and Christie, I. “Performance Assessment using Value-Chain Analysis in Mozambique ”, International Journal of Contemporary Hospitality Management, Vol.22, No.3, pp.1-34, 2010. (Pre-print).