The Human Resources Management of Five-Star Hotel in China

In 2007 Marriott opened its 3000th property: a luxurious 23-story, 588-room JW Marriott Hotel in Beijing China. By the opening of the 2008 Olympics, Marriott expected to operate 11 hotels in Beijing to help accommodate an estimated two million visitors and another 20 Marriott International-branded hotels were planned for China through the current year. The newest addition is the exciting and deluxe 368-room Renaissance Tianjin Lakeview Hotel that “blends distinctive modern designs with a touch of local flair. (4)”

The study will focus on and examine training and development needs of only three star hotels in Bangkok & Retraining needs for current employees. The employees lack training and required training in specific areas. They need to be trained on Human Resource Management Concept & Theory.

The hospitality industry in the United States is one of the fastest growing branches of the market economy. The high growth rates of the hotel industry are caused not only by the growth of internal and external economic ties between countries, but also by the growth of foreign tourism. The modern hotel business in the US is a powerful industry, in the full sense of the word. The entire American hotel industry, in the first place, is designed for the domestic tourism market. For example, in Chicago for a year there are 33 million tourists, and only 2 million of them are foreigners.

Labor diversity is one of the most effective advantages that hotels could take good use of. For instance, the labor in China is rich but costs much lower than many developed countries. So hotel firms could be more active and creative by contributions of Chinese employees, furthermore, they could reduce labor cost. Galicic & Ivanovic (2007) say that hotel industry is exposed to great changes in business environment, but globalization can help hotels react much quickly to march changing market and meet guests’ needs. Although hotel companies have to take budget into prior consideration when implement global strategy, the global development costs are much lower as companies provide similar hotel name, style and size.

Weaknesses – Changing targeted guests is the biggest weakness and affecting the company in my opinion. 2006 has seen complaints from frequent business guests as the hotel targeted the vacation traveller. Even though the window of opportunity was there due to the travel industry being sluggish those guests that were frequent guests have now gone to another company. Furthermore, the challenges from leading companies have more rooms and properties in the U.S with a great reputation.

The hotel industry is a very hard industry to enter into, due to one of the biggest obstacles, which is brand recognition. Right now there are a few large hotel chains that make a large footprint in the market. It is hard for a new entrant to come into the industry and compete with these large hotel chains without bringing something new to the table. Many large chains in the industry dominate the industry due to economies of scale due to franchising.

In conclusion, the discussion above shows how the Human Resource Management department of Four Seasons Hotels and Resorts functions. Using different employment strategies, it has been able to warranty the most remarkable workforces in the industry hospitality (Cascio, 2018). Regardless of the unavoidable gaps that exist in every organization concerning the aspect of human resource, the company has relieved the competency gaps that exist among the employees to an impressive level due to their commitment to applying well-planned human resource

The main objective of the company is not only to attract but also to retain staff who are interested to work in the hotel business for the five-star level of high service, taking into account the wishes of clients, and which offers an innovative, dynamic environment and reflects the culture of the local country. To achieve this, Hyatt strives to be a company listening to well-informed and concerned people. Hyatt provides plenty of opportunities at all levels for their employees, which are accompanied by numerous development

Majestica Hotels Inc. was one of the world’s leading operators of luxury hotels. The expansion into mainland China had been on management’s agenda since 1999. The opportunity emerged in late 2003 when a close friend of Majestica’s chief executive officer (CEO) revealed that CPS was looking for an operator for its new luxury hotel under construction in Shanghai. Majestica immediately

Consequently, the competition in hotel industry nowadays is progressively intense as the pricing compress squeezing the profitability. To expand the profit of market share in this circumstances, we must aim specific market segments with varieties of planning to get survive in financial and keep the Empire hotel maintained in the top ranking.

The following report was derived from the primary use of secondary sources, in addition to telephone contact with hotel representatives. Secondary sources included research from the Internet, industry books, company marketing communications, trade and general business newspapers and magazines, among others. Through all the sources, relevant data and information was extracted into the report's appendices. After individual analysis and group discussion, the following report was devised. The mandate of this report is to provide a macro examination of the luxury hotel industry and specifically the future outlook of Four Seasons Hotel and Resorts, Inc.

The majority of the five-star hotels are controlled by foreign hotel management group while the one, two, three, and four-star hotels are mostly controlled domestically without any strong chain brand. By August 2017, the profit of five-star hotels stands at 64.83 billion yuan, four-star hotels at 2.09 billion yuan, three-star hotels at 6.13 billion yuan, two-star hotels at 0.54 billion yuan, and one-star hotels are at 0.11 billion yuan. This shows that the majority of the profit share is earned by five-star hotels. Besides the starred hotel, there are 95000 individual hotels in China market, which occupies 27% of the market share; and economy hotel for around 7000, occupies 1.9% of the market share; social inn, hostel for about 234,000, which occupies 67% of the market share. In China, the main body market is filled with non-brand individual hotels, social inn, and hostels, but their competitive power and profitability indexes are relatively weak. Economy hotels, on the other hand, in terms of economic perspective, are lying in the ascendant mode with lots of domestic brands appearing having strong competitive power and profitability indexes.

This report is going to present the importance of planning, recruitment and selection, training and development, reward management in the human resource management of hotel industry. For detailed consideration,

The Ritz-Carlton Hotel Company operates within the upscale & luxury hotel industry. While it could be argued that Ritz-Carlton operates in the more broad and inclusive lodging industry, they offer a highly differentiated product and service and therefore find themselves operating in an exclusive industry alongside very few direct competitors, such as Four Seasons Hotels, HongKong and Shanghai Hotels, and Starwood Hotels & Resorts. Therefore when analyzing this industry I will not be including cheap hotels, motels, lodges, or inns, unless to offer potential substitutes to luxury hotels. In order to assess the attractiveness of the upscale & luxury hotel industry, an analysis of the general environment surrounding the industry must be

Hrm is the way of managing the human resource so that they can be directed to the achievement of the overall goal of the company. InterContinental Hotels Group PLC, informally known as InterContinental Hotels, a multinational hotel company which headquarter is in Denham, United Kingdom, has over 700000 rooms in almost 5000 hotels across approximately one hundred countries. Being a multinational company, managing employment relation and handling the employment laws that affect InterContinental Hotels Group PLC are both necessary. The role of human resource management, employment relation, employment laws in InterContinental Hotels Group PLC are discussed further.