LUX hotel人力資源管理策略的實施效果
Effectiveness of the implementation of HRM strategies at LUX hotel

本研究的目的是評估的人力資源管理策略在力士酒店的實施效果。總員工包括約410名員工，研究樣本約有50人作為受訪者與人力資源經理。將采集到的數據，借助問卷調查和社會科學統(tǒng)計軟件包（SPSS）對計算機程序包括描述性統(tǒng)計計算。作為一個服務行業(yè)，力士酒店的員工更需要價值，因為它們提供的服務。因此更好的人力資源管理策略建議，如有效的人際聽力（包括有效傾聽和有效的反饋–必須確保員工得到的消息），動機（他們必須查看他們的員工作為資產，有能力并愿意承擔責任，他們給他們的員工主權和幫助他們走向自我實現，，應更加重視人才管理，家長式領導風格的人。

Abstract 摘要

The purpose of the study was to assess the effectiveness of the implementation of the HRM strategies at LUX hotel of Grand – Gaube. The total workforce comprises of approximately 410 employees and the research sampled about 50 of them as respondents along with the HR manager. Data will be collected with the help of questionnaire and analyzed with the help of the Statistical Package for social Sciences (SPSS) computer program which involved computation of descriptive statistics. Being a service industry, LUX hotel need to value their employees more because they are the ones that deliver the service. Therefore better HRM strategies are recommended such as Effective interpersonal listening (including effective listening and effective feedback – must ensure that employees got the message), Motivation (They must view their employees as assets, capable and willing to take responsibilities and they give their employees sovereignty and help them towards self-fulfillment (McGregor Theory Y - 1900), should give more importance to talent management, paternalistic leadership style and others.

Keywords HRM strategies; effectiveness; implementation

Introduction 簡介
Importance of the proposition
In an organization, the significance of strategic human resource management cannot be overemphasized because of the way that people are the driving force behind any organization. In this way, organizations must have the capacity to assign well-planned and well-thought out strategic human resource perceptions that will be implemented to organize and channel the human capital through increased output (Esther, 2014). The author further contends that a solid human resource strategy will permit an organization to get a positive relationship with its employees and to occur serenely and in a commonly favorable way with its host association.

One of the ways that strategic human resources management is advantageous to an organization is the way wherein a well implemented strategic human resources design will support an organization achieve its objectives (Esther, 2014). At the point when a company sets objectives or targets that it hopes to achieve, it is the employees who will execute the essential responsibilities designed for the fulfillment of that objective. This is where the prominence of strategic human resources in an organization can be observed, as the human resources department will detect the fundamental areas in the firm that need manpower (Esther, 2014).

Background of study 研究背景
Human research strategy is designed to improve the abilities, behaviors, skills and attitudes among staff that will help the organization reach its objectives. Human research strategy comprises of rules and principles used for managing the labor force through HR strategies and practices. It covers the different areas of human resources functions, for example, recruitment and selection, reward and recognition recruitment, compensation, performance management, employee relations and training (Odina, 2002). Borga (2012) highlights that the globalization of individual companies and capital markets has altered the business environment over the past two decades. Most of the firms have extended operations abroad, and even strictly domestic businesses are confronting competition from abroad. To react to worldwide rivalry is more crucial than ever to implement a right HR system to enhance the productivity and effectiveness of the business (Borga, 2012).

HR strategy must be aligned with the organization’s image, operation and goals. The company must examine the characteristics of its industry, ascertain key processes and key people, and determine its competitive advantage when developing an HR strategy (Borga, 2012). Designing several strategies for all groups of people in the organization may be indispensable, depending on their skills, knowledge and responsibilities. The strategy should consider the association's values, culture, structure, people and systems. In developing any corporate strategy the approach is to start by addressingthree key strategic questions:

Where are we now?
Where do we want to be?
How do we get there?
HR presents a critical zone to be of assistance of the organization and whatever we do must be pertinent to our corporate objectives. This is the reason why the human resources additionally need to include two others interrogations in developing such a strategy two basic questions need to be addressed:

What kinds of individuals do you take to operate and manage your firm to meet your strategic business objectives?
What people plans and initiatives must be planned and implemented to attract, exploit and retain staff to compete effectively?
Four key dimensionsof an organization must be addressed in order to respond to these questions. These are:

Culture: the values, principles, norms and management style of the organization
Organization: the structure, job responsibilities and reporting lines of the organization
People: the skill levels, staff potential and management capability
Human Resources systems: the people motivated mechanisms which deliver the strategy –communications, employee selection, training, career development, rewards, and so on.
hr-strategy

Figure 1: HR strategy
Source: Borga, 2012

Normally, as far as managing the people element of their business is concerned, senior managers will only concentrate on one or two dimensions and disregard to manage the others. Typically, in order to free managers from bureaucracy and urge for further entrepreneurial flair, companies redesign their structures, however, at that time fail to regulate their training or reward systems.

Like any sectors in Mauritius, the hospitality sector is also dependent on Human Resource Strategies and its usefulness. The Hotel industry has been dramatically driven by tourism industry during the past few decades. Those visitors from traditional high-yield market such as US, UK, Japan has declined because of the economic downturn in these countries.

Facing an intensive global competition, hotels are required to offer not just a place to live, but a kind of customer satisfaction through standardized services.

1.3 Statement of problem

HRM is one of the concept that has gained considerable acceptance in management. The decade of the1980’s saw the emergence of HRM strategy as one of the current sub fields of HRM (Lundy 1994). In order for human resource management to be done effectively there must be a strategy that defines an organization’s approach to attracting, retaining and motivating a workforce that will enable it to succeed. The critical characteristics of an effective HR strategy are: 1) it fits the organizational context, 2) it aligns human resource management policies and programs with the strategy of the organization, and 3) it integrates the HR functional strategies (staffing, development, performance management, rewards management and employee relations) with one another. (Robert J. Greene, PhD & Peter Ronza, 1995). Even though Human Resource Management is a well-researched topic, most studies have particularly focused on the adaptation and processes of HRM strategies. Hence, this study focuses on the implementation of HRM strategies for greater effectiveness which is significantly different.

1.4 Research aim: The research aim of this project is to assess whether the implementation of the HRM strategies at LUX Hotel are leading to greater effectiveness or not.

1.5 Research objectives:

To know whether HRM strategies at LUX hotel are effective – from point of view of employees and the HR manager.
To advice on more appropriate strategies that can be used.
To know about future strategies planned.
To know how the strategies are being implemented.
To compare past strategies to and existing strategies.
1.6 Company profile LUX hotel of Grand - Gaube Founded in 1987, LUX* Island Resorts (formerly known as Naiade Resorts Ltd) is a hotel group with properties in Mauritius, the Maldives and Reunion Island. The Company was admitted to the Official List of the Stock Exchange of Mauritius in November 2005. Mainly Mauritian owned, the company has more than 2,810 shareholders as of 31 December 2012.

Visions

Leadership in the hospitality industry by understanding its visitors as well as designing and supplying products and services which allow it to go beyond their expectations. We will always show care for our clients through anticipation of their needs, attention to detail, distinctive excellence, warmth and concern.
Decision making is supported at each level and which accepts change. An organization that is committed and responsive to its guests and shareholders.
We see a more multinational workforce which has been exposed to different cultures, problems and situations and can use its experiences to enrich the local employees whether in India or overseas.
We see a multi-skilled workforce, which consists of team players who have pride of ownership in translating the organization’s vision into reality.
We see user-friendly technology enhancing value for our customers and helping our personnel by making information more accessible.
We see an organization which is committed to the environment.
We see an organization which is conscious of its role in the community.
1.7 About HRM strategies At LUX hotel

Recruitment and Selection Process
Recruitment and selection process is done with fairness as this is of great importance for the organization.

It takes into consideration the capabilities and right attitudes while selecting a candidate and not due to ethnicity or religion they pertain. At star the candidate is provided with an induction training so as to make feel at ease in the organization.
They recruit staff whenever needed.
When recruiting, Certificate of Morality is asked so that the best and honest employees are chosen.
Training and Development

Training is given to each and every employee in the organization. It undertakes these following types of training program and this is done for different level of hierarchy.

In house training (organized by HR manager in the organization itself).
On the job training provided to field or front staff employees.
Off the job training provided to specific employees to make them multi skill or specialize in one particular job.
As concern for development, it focuses mainly on HR persons or high flyers of the organization. It is within the organization’s policies to provide training and development to its employees so that they can take higher responsibilities in the organization, thereby ensuring succession.

Training is organized in such a way that employees accept it favorably as they know it is an investment for their benefits such as, increasing their performance, enhancing their skills and abilities, attitudes etc. As such the organization allocates a huge sum to finance all training program.
Employees sign bond – stating it will stay in organization for a certain time period.
Stress Management and Time management training is provided.
All employees accept training; they are willing to do so as they consider it as an investment.
There are barriers of training such as lack of money, lack of interest or others.
There is informal training – such as briefing session, coaching the employee on the job
Before it was only supervisors that were assessing the employees but many years before drastic changes were made in the HRM strategies.
Employees are explained the role of the organization, department and the employees themselves.
Employees must play their part and cooperate with management
Approach to Performance Management

The organization use two type of performance management approach namely the Result approach and the Quality approach. The Result approach involves:

MBO (Management By Objective)
Productivity Measurement and Evaluation System.
And the balance score cards system.
After training, questionnaires are given to employees to assess the trainers.
Performance appraisal form given – employees assess themselves and he is cross assessed by his supervisor. After evaluation, the weaknesses of the employees are seen and if need arises, training is reorganized in order to help the employee perform better.
If employee is not satisfied with the rating score, he can see his supervisor for a re- evaluation.
Complications exist as all employees do not know about the different types of PMS and do not know its importance
Employee of month given as reward. Employee may be invited in award ceremony; badges are presented in front of all other employees Head of Departments.
Through PMS, best performance is rewarded by promotion
Leadership

They give a demonstration of conclusive leadership and immediate management response in order to acquire utmost advantages of changes.

Motivation

Incentives are given so that they can give the best of themselves. Scheme of star employee of the Month, birthday gifts, end of year party for employee’s children, free meal at canteen and soft drinks.

Safety and security at work

There is a health and safety officer at work who takes care of all aspects of health and provides every member a safe working environment. There is a committee to review all safety measures and take actions to minimize and eliminate all risks and hazards.

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