Human Resource Management in Thai Firms

This solved assignment delves into the complexities of Human Resource Management (HRM) within the context of Thai firms. It examines key HRM functions like recruitment, training, performance management, and compensation against the backdrop of rapid technological advancements and evolving organizational cultures. The analysis considers the impact of these factors on employee motivation, productivity, and overall firm competitiveness in the global market.

The developing manager
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INTRODUCTION
Manager is a person who supervises and motivates employees and guides them for the growth and
success of an organisation. He/ She should have all the managerial skills, proper knowledge and
ability to fulfil his/her responsibilities towards the company. Development of manager is important
for any firm as they are responsible for the planning, guiding and monitoring the work performance
of the workers. Proper managerial skills such as leadership, time management, communication,
team management and many more helps them in doing their work in effective manner.
For the present study, Hilton Hotel of UK is taken into consideration. It provides its quality
services in the field of hotels and resorts at global level. This report consists of communication
process within the hotel, organisational culture, leadership and motivational skills for directing staff,
managerial decisions etc. Along with this, it also includes management skills of manager, SWOT
analysis and development plan. In the end, the study is concluded with key findings and effective
measures.
TASK A
In ppt
TASK B
1.1 Contrast 2 different management styles used by hotel
Management styles can be defined as those set of features that may assist in the overall process of
decision making. There are many Management styles that are used by Hilton hotel (Hafeez and
Aburaw, 2013). But two of them have been chosen for the study. These have been discussed below.
Hilton hotel basically adopts different managerial styles as per the situation. For example, autocratic
style may be used by hotel during festive seasons like Christmas, New Year when there is a
presence of heavy workload (Kleynhans and et.al., 2009). During this, the management exercises
full power as well as control over the workers. The decision making is also centralized in the hands
of management. This ensures that maximum work is done by the subordinates so as to handle the
work pressure in best possible manner. This style is effective for short duration of work load but
may not be beneficial in normal times (Wright and McMahan, 2011). This is as an abrupt control of
employees by management of Hilton hotel may make it difficult to boost up the overall motivation
of staff members. It may further limit the initiatives from the members thereby leading to high
turnover (Amos and et.al. 2009). Hence, with the adoption of autocratic style during intense work
load the need is to motivate the employees as well in the long run. In the same way, there is further
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a presence of participative leadership style that is used by the management so as to promote
empowerment in workplace, create organizational commitment followed by giving a sense of job
satisfaction to all the concerned persons. Here, the management basically makes use of behavioural
as well as personal traits so as to influence overall group interaction as well as achieve the
stipulated organizational goals (Nestoroska and Petrovska, 2014).
This further leads to creating trust in management by the employees. There is also a chance of
boosting employee satisfaction as well as their overall level of motivation. However, it is further
true that this style of management may lead to an increased dependence on the leader of Hilton
hotel (Bloom and Van, 2011).
It is also recommended to the management for attaining balance between the leadership and
management styles that are used by them. The styles should be adopted on the basis of situation
rather than remaining stick to a single style (Edwards, Scott and Nambury, 2007).
1.2 Describe leadership features of a manager so as to conduct proper hospitality functions
Hospitality industry is also in a requirement to develop new set of disciplines so as to acquire
knowledge. In this respect, the need is towards developing a strong set of leadership skills that may
led to increased chances of success in hotel organizations especially Hilton. In order to conduct
hospitality based operations in a proper manner, the need is to adopt various leadership features.
 People skills – Hilton being a service based organization is required to have leaders that
possess people skills. In this regard, the need is to ensure towards fair play among
employees, pay respect as well as maintain consumer relations.
 Fairness - The employees of Hilton hotel musty be rewarded for the accomplishments that
have been attained by them. They should further be punished if the employees perform in a
poor manner. In all, there is a need on part of management to inculcate fairness in its overall
business operations.
 Problem solving – This is a kind of skill in which the managers get a chance to develop a
solution to prevailing problems followed by making sure that there is a presence of excellent
verbal skills (Edwards, Scott and Nambury, 2007). It has further been known that most of
the issues faced by employees of Hilton are within them. They are not related to failure of
equipment or even on account of the presence of a poor economy. The need is to identify the
reason of conflict so as to make overall working within the firm a smoother one.
 Commitment – In the same manner, success in hotel industry especially in a big firm like
Hilton is only possible when the leader is committed towards ensuring customer satisfaction.
They must make sure to keep the clients happy so that they are able to generate repeated
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business sales (Amos and et.al. 2009).
 Computer Know-How – A leader in hotel sector such as Hilton is the one that has shown a
presence of sound computer skills. This is related to applying wide range of technological
applications in the hotel (Bloom and Van, 2011).
 Enthusiasm – Enthusiastic leaders are the ones that can produce great employees. These
employees are the ones who are enthusiastic in their jobs and strive to work hard in the best
possible manner. They are the ones who can give best of the experience to the consumers.
Great employees of the hospitality industry are enthusiastic about their jobs and strive to do the best
work possible. They want to give their customers the best experience available.
2.1 Analyse own managerial skill performance
Professional skills Current level Best current
example
Ways to improve
Communication 3 I have got the
presence of sound
written
communication but
lack in the area of
verbal.
By practising in front
of mirror
Imitating the speeches
of eminent
personalities
Listening 4 I am a good listener
and have paid
attention to the issues
being faced by my
fellow colleagues
By paying attention to
what is required.
Leadership 2 I lead small groups
fairly but not able to
manage well in a large
group setting
By attending
leadership sessions
Taking feedbacks
from colleagues
Presentation 4 I have shown good
presentation skills
during conferences
held within Hilton
Giving more
presentations
Problem solving 3 I have worked on Developing an open
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solving the
problematic conflict
issues that were faced
within the employees.
mind
Viewing the problem
neutrally
Simplifying things
2.2 SWOT analysis
The given section is likely to present a personal skill audit plan by carrying out a SWOT analysis.
The section will aid in identifying my preferred learning style as well as the skills that require
further improvement and focus (Bloom and Van, 2011).
Strength
I have a preference towards kinaesthetic learning
style and feel myself strong in implementing it.
Good listening quality
High level of flexibility
Strong written communication
Eager to learn new things
innovative and creative approach
Weakness
Lack of strong verbal communication
Inability to lead large number of people
lack of proper time management
inability to achieve balance between things
Lack of proper focus
Opportunity
Opportunity to be in the role of senior
management
Undertake additional job responsibilities
Form my own training cell
Working on my weakness and converting them
into strengths
Threat
Threat from other colleagues who are doing far
better than me.
Threat from upcoming technological advances
2.3 Set and prioritize targets and objectives to develop own potential
In order to attain my own potential, there is a need on my part to set as well as prioritize targets and
objectives. These are inclusive of;
 To maintain a proper communication with senior and junior level employees
 To lay emphasis on own personal development
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 To pay proper respect of fellow peers
 To demonstrate Cohesive working in a team (Amos and et.al. 2009).
 to deliver quality work on schedule
These objectives are likely to help me in reaching my full potential with respect to personal as well
as professional development (Edwards, Scott and Nambury, 2007).
4.1 Explain how managerial and personal skills will support in career development
The above mentioned managerial as well as personal skills are likely to aid towards overall career
development. This happens in the following manner,
 Developing proper leadership skills is likely to aid in my career so as to prepare me for the
upcoming managerial responsibilities.
 Skills related to problem solving are likely to improve my working in workplace followed
by ensuring that employees are given a clear goal set (Edwards, Scott and Nambury, 2007).
 Give your employees the task of developing a new system that keeps better track of your
product. Solving office problems like this improves your workplace while giving your
employees clear goals (Bloom and Van, 2011).
 The time management skill can assist in my personal life as well by making me sound in
managing my overall time.
4.2 Review career, personal development needs, current performance as well as future needs to
produce development plan
The plan given below may assist me in identifying my overall learning and development needs. In
this regard, the need is to give emphasis on the current as well as target proficiency that is required
to be achieved by me (Amos and et.al. 2009). The Criteria for judging success may further aid in
finding out whether the specified Learning objective/goal has been met or not.
Learning objective/goal Current
proficiency
Target
proficiency
Criteria for
judging
success
Time scale
developing critical
analysing ability
3 5 positive
feedback from
senior
management as
well as client
1 month
decision-making
capabilities
2 5 By being able
to come out
3 months
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from confused
mind set and
taking quick
decisions
creating new ideas 4 5 By bringing
innovation
within
organizational
premises
2 weeks
Managing complex
projects
3 5 By getting
positive
feedback from
senior
management as
well as client
3 months
CONCLUSION
It can be concluded from the report that there is a huge need on part of Hilton management as well
as employees to learn the tact of behavioural management as well as future roles and
responsibilities. In the same way, the management at Hilton is further required to have an
understanding about varied leadership features as well as skills so as to perform in the best possible
manner.
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REFERENCES
Books and Journals
Al-Najjar, B., 2012. The determinants of board meetings: evidence from categorical analysis.
Journal of Applied Accounting Research. 13(2). pp.178–190.
Amos, T. and et.al. 2009. Human Resource Management. Juta and Company Ltd.
Attaran, M., 2003. Information technology and business‐process redesign. Business Process
Management Journal. 9(4). pp.440 – 458
Bloom, N. and Van R, J., 2011. Human resource management and productivity. Handbook of labor
economics. 4. pp. 1697-1767.
Bolton, M., 2004. Customer centric business processing. International Journal of Productivity and
Performance Management. 53(1). pp.44 – 51.
Burke, R., 2011. Human Resource Management in Small Business: Achieving Peak Performance.
Edward Elgar Publishing.
Chaiprasit, S. and Swierczek, W. F., 2011. Competitiveness, globalization and technology
development in Thai firms. Competitiveness Review: An International Business Journal
incorporating Journal of Global Competitiveness. 21(2).pp.188 – 204.
Daarakhvelidze, K., 2013. Institutionalization of Quality Culture & Organizational Learning. Lap
Lambert Academic Publishing GmbH KG
Edwards, E. J. Scott, C. J. and Nambury, S. R., 2007. Evaluating Human Resources Programs: A 6-
Phase Approach for Optimizing Performance. John Wiley & Sons.
Fernando, C. A., 2011. Business Environment. Pearson Education India.
Hafeez, K. and Aburaw, I., 2013. Planning human resource requirements to meet target customer
service levels. International Journal of Quality and Service Sciences. 5 (2). pp.230 – 252.
Kleynhans, R. and et.al., 2009. Fresh Perspectives: Human Resource Management : UJ Custom
Publication. Pearson South Africa.
Kunnanatt, T. J., 2011. Global business chain and twin advantage: Strategic opportunities for
developing countries.Competitiveness Review: An International Business Journal
incorporating Journal of Global Competitiveness. 21(4).pp.352 – 368.
Wright, P. M. and McMahan, G. C., 2011. Exploring human capital: putting ‘human’back into
strategic human resource management. Human Resource Management Journal. 21(2). pp.
93-104.
Online
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Chapter 5-Types of managerial decisions. 2013. [Online]. Available Through:
<http://notes.tyrocity.com/chapter-5-types-of-managerial-decisions-business-studies-xii/>.
[Accessed on 27th January 2016]
Hilton. 2015. [Online]. Available Through: <http://hiltonworldwide.com/about/mission/>.
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