Essentially, the hotel industry is one of the complex areas of business that require clear cut operational skills for the set objectives to be realized. The implication of the topic under consideration is that human resource management has a fundamental role to play in creating and sustaining competitive advantage in the hotel industry (Metti, 2008). It is imperative to note that improbability and complexity characterize the utmost challenges facing the international human resources management in all the organizational levels. Vigilant mangers are required to mark and respond aptly to the ever-changing external environmental. The managers should be swift and conscious, such that, it is easier for them to comprehend dexterity in such situations (Hofmann, Johnson, Lefever & American Hotel & Motel Association, 2000). The hotel industry requires agility in all sections of management.
The most critical challenges in the hospitality industry globally include service quality, staff recruitment and selection, training and development and motivation of a multicultural workforce. Attracting and retaining customers depend entirely on the standards of the three issues. Customer service is fundamental in maintaining customers and attracting new customers. On a similar note, the skills and training offered to the staff directly influences the overall performance in terms of service delivery (Hofmann et al, 2000). It is observable that the challenges are purely operational. It is arguable that the present and emerging challenges facing the industry require an approach that is more strategic than the conventional focus of personnel administration.
Carrying out operations by the human resource management should be characterized by flexibility in managing the employees, flexibility in solving the emerging conflict, flexibility in wage pay, technological agility and addressing of organizational politics. This is in tandem with the global changing of the environment (Hofmann et al, 2000). In essence, ideological and physical flexibility plays a major role in reducing the magnitude of greatest challenges facing the hotel industry.
In conclusion, operational section poses a major impediment to the international human resource management in the hotel industry. It is notable that the operational aspect involves service quality, staff recruitment and selection, training and development and motivation of the multicultural workforce (Metti, 2008). These challenges are better solved through strategic solutions.
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