현재의 호텔산업은 고도의 경제성장과 대중시대의 도래에 따른 호텔의 기능 변화에 따라 그리고 변화된 고객의 욕구변화에 적은하지 않고서는 영속적인 기업으로 존속하고 발전하기 어렵게 되었다(이선회, 2002). 이렇게 급격하게 변화하는 환경 속에서 물적 서비스뿐만 아니라 인적 서비스가 주를 이루는 호텔기업이 지속적으로 유지 발전하기 위해서는 인적자원의 효율적인 관리가 무엇보다 중요하다고 할 수 있다 . 최근 호텔 등의 서비스산업 부문의 관심을 끄는 영역 중의 하나는 경쟁력 우위 확보 차원으로써 종사원의 역할에 대한 것이다. 즉 경영환경의 급격한 변화에 따라 서비스기업은 끊임없이 비용절감, 서비스품질혁신 등을 요하게 되었으며, 오늘날 경쟁적 우위를 점하고 있는 상당수의 서비스기업들이 물질적 재무적 자산이 아닌 사람에게 체득된 지식과 서비스능력을 통해 경쟁력 우위를 확보하고 있기 때문이다. 최근 들어 경영학 분야의 많은 연구들이 지적자산과 기업성과간의 관계에 대해 연구가 이뤄지고 있는데 이들 이론적 연구나 실증적 연구의 전반적인 공통점은 기업의 인적자원관리(HRM: ...
현재의 호텔산업은 고도의 경제성장과 대중시대의 도래에 따른 호텔의 기능 변화에 따라 그리고 변화된 고객의 욕구변화에 적은하지 않고서는 영속적인 기업으로 존속하고 발전하기 어렵게 되었다(이선회, 2002). 이렇게 급격하게 변화하는 환경 속에서 물적 서비스뿐만 아니라 인적 서비스가 주를 이루는 호텔기업이 지속적으로 유지 발전하기 위해서는 인적자원의 효율적인 관리가 무엇보다 중요하다고 할 수 있다 . 최근 호텔 등의 서비스산업 부문의 관심을 끄는 영역 중의 하나는 경쟁력 우위 확보 차원으로써 종사원의 역할에 대한 것이다. 즉 경영환경의 급격한 변화에 따라 서비스기업은 끊임없이 비용절감, 서비스품질혁신 등을 요하게 되었으며, 오늘날 경쟁적 우위를 점하고 있는 상당수의 서비스기업들이 물질적 재무적 자산이 아닌 사람에게 체득된 지식과 서비스능력을 통해 경쟁력 우위를 확보하고 있기 때문이다. 최근 들어 경영학 분야의 많은 연구들이 지적자산과 기업성과간의 관계에 대해 연구가 이뤄지고 있는데 이들 이론적 연구나 실증적 연구의 전반적인 공통점은 기업의 인적자원관리(HRM: Human Resource Management) 제도의 특성이 기업성과와 밀접한 관계가 있다는 것이다(Lado &Wilson, 1994; Becker & Huselid, 1998),즉 물적 자원을 총한 경쟁우위 확보 방안은 한계성을 보이는데 비해, 인적자원을 통한 경쟁력은 모방하기 어려운 제도적이고 상호 관련된 영향력으로 인해 기업의 전략적 방편이 되어주기 때문이다(Pfeffer, 1994; Snell, Youndt &Wright). 인적자원관리(HRM: Human Resource Management)는 기업이 인력관리 분야의 전문가를 필요로 하기 이전까지는 인사관리(PM: Personnel Management)로 불러져 왔다. 20세기 후반에 접어들면서 기업 환경이 점차 불안정하고 경쟁이 심화되면서부터 일본적 경영으로부터의 긍정적인 경험은 기업의 인적자원에 대한 관념의 변화와 더불어 새로운 관리체제를 요구하게 되었다. 경영자들은 종사자들을 고용주에게 가치를 창출해주는 중요한 자산으로 여기기 시작했으며 사업의 성공을 위해서는 종사자들의 업무 수행능력, 활력 그리고 애사심등이 고용주에 의해 인정받고 그에 적절한 보상이 필요하다고 여기게 되었다( 강종환 최계봉 2002) 호텔산업의 인적자원관리는 주로 생산지향적인 관점에서 고려되어 왔으나 퇴근에는 인간으로서의 종사원이라는 관접에서의 접근이 중요시되고 있다. 오늘날 관광산업이 국가간이 경쟁이 치열해짐에 따라 무한경재시대에 들어서고 있으며 관광객의 욕구도 다양해지고 수준 높은 서비스를 요구함에 따라 호텔도 전략적 기업경영과 기업경영의 다각화 및 글로벌화를 추진하지 않으면 안 되게 되었다(이장춘,1995). 또한, 호텔기업에서 서비스의 기계화나 자동화는 경영합리화 측면에서 볼 수 있다(이주형 외 7인,2001). 왓슨(Watson)은 호텔산업에 있어 인적자원이 생산성 향상에 무엇보다 중요한 요인이지만 그 동안 호텔업계가 종사자들에 대한 처우나 인적자원 개발에 지극히 소극적이었으며 그에 대한 비용 역시 투자라기보다는 불필요한 지출로 여겨지고 있음을 지적하고 높은 이직률 역시 종사자들에 대한 호텔업계의 이러한 태도로부터 기인한가고 하였다.
현재의 호텔산업은 고도의 경제성장과 대중시대의 도래에 따른 호텔의 기능 변화에 따라 그리고 변화된 고객의 욕구변화에 적은하지 않고서는 영속적인 기업으로 존속하고 발전하기 어렵게 되었다(이선회, 2002). 이렇게 급격하게 변화하는 환경 속에서 물적 서비스뿐만 아니라 인적 서비스가 주를 이루는 호텔기업이 지속적으로 유지 발전하기 위해서는 인적자원의 효율적인 관리가 무엇보다 중요하다고 할 수 있다 . 최근 호텔 등의 서비스산업 부문의 관심을 끄는 영역 중의 하나는 경쟁력 우위 확보 차원으로써 종사원의 역할에 대한 것이다. 즉 경영환경의 급격한 변화에 따라 서비스기업은 끊임없이 비용절감, 서비스품질혁신 등을 요하게 되었으며, 오늘날 경쟁적 우위를 점하고 있는 상당수의 서비스기업들이 물질적 재무적 자산이 아닌 사람에게 체득된 지식과 서비스능력을 통해 경쟁력 우위를 확보하고 있기 때문이다. 최근 들어 경영학 분야의 많은 연구들이 지적자산과 기업성과간의 관계에 대해 연구가 이뤄지고 있는데 이들 이론적 연구나 실증적 연구의 전반적인 공통점은 기업의 인적자원관리(HRM: Human Resource Management) 제도의 특성이 기업성과와 밀접한 관계가 있다는 것이다(Lado &Wilson, 1994; Becker & Huselid, 1998),즉 물적 자원을 총한 경쟁우위 확보 방안은 한계성을 보이는데 비해, 인적자원을 통한 경쟁력은 모방하기 어려운 제도적이고 상호 관련된 영향력으로 인해 기업의 전략적 방편이 되어주기 때문이다(Pfeffer, 1994; Snell, Youndt &Wright). 인적자원관리(HRM: Human Resource Management)는 기업이 인력관리 분야의 전문가를 필요로 하기 이전까지는 인사관리(PM: Personnel Management)로 불러져 왔다. 20세기 후반에 접어들면서 기업 환경이 점차 불안정하고 경쟁이 심화되면서부터 일본적 경영으로부터의 긍정적인 경험은 기업의 인적자원에 대한 관념의 변화와 더불어 새로운 관리체제를 요구하게 되었다. 경영자들은 종사자들을 고용주에게 가치를 창출해주는 중요한 자산으로 여기기 시작했으며 사업의 성공을 위해서는 종사자들의 업무 수행능력, 활력 그리고 애사심등이 고용주에 의해 인정받고 그에 적절한 보상이 필요하다고 여기게 되었다( 강종환 최계봉 2002) 호텔산업의 인적자원관리는 주로 생산지향적인 관점에서 고려되어 왔으나 퇴근에는 인간으로서의 종사원이라는 관접에서의 접근이 중요시되고 있다. 오늘날 관광산업이 국가간이 경쟁이 치열해짐에 따라 무한경재시대에 들어서고 있으며 관광객의 욕구도 다양해지고 수준 높은 서비스를 요구함에 따라 호텔도 전략적 기업경영과 기업경영의 다각화 및 글로벌화를 추진하지 않으면 안 되게 되었다(이장춘,1995). 또한, 호텔기업에서 서비스의 기계화나 자동화는 경영합리화 측면에서 볼 수 있다(이주형 외 7인,2001). 왓슨(Watson)은 호텔산업에 있어 인적자원이 생산성 향상에 무엇보다 중요한 요인이지만 그 동안 호텔업계가 종사자들에 대한 처우나 인적자원 개발에 지극히 소극적이었으며 그에 대한 비용 역시 투자라기보다는 불필요한 지출로 여겨지고 있음을 지적하고 높은 이직률 역시 종사자들에 대한 호텔업계의 이러한 태도로부터 기인한가고 하였다.
Over the last decade, human resource management has come to be viewed as the dominant paradigm within which analyses of the world of work have been located. This volume examines the nature and assesses the impact of HRM within a highly under-researched division of the service sector, namely the UK h...
Over the last decade, human resource management has come to be viewed as the dominant paradigm within which analyses of the world of work have been located. This volume examines the nature and assesses the impact of HRM within a highly under-researched division of the service sector, namely the UK hotel industry. Common perceptions of management practices in the hotel industry typically include work intensification, high labour turnover, lack of training and poor career prospects, and casualised terms and conditions of employment. Using data from a survey of over 200 hotels, this book challenges such stereotypes by demonstrating that this part of the service sector is just as likely to have experimented with new approaches to HRM as the manufacturing industry. It suggests that primary influences on managerial decision-making in the hotel industry are no different from the primary influences affecting decision-making elsewhere, countering the argument that mainstream management theories are inapplicable within the hotel industry. Furthermore, where hotels emphasise the importance of service quality enhancement and where they introduce HRM as an integrated, mutually supporting package of practices, a strong relationship between HRM and organisational performance is proposed. Human Resource Management in the Hotel Industry is essential reading for students and researchers with a specific interest in the hotel and catering industry, but will also be of interest to researchers with a wider interest in HRM issues. One of the most important departments of any hotel staff is human resources management. Proper human resources management can be the difference between a really well run hotel and a poorly one hotel. The human resources manager can control almost the whole feeling and presence of the entire hotel. This makes the importance of human resources management for hotels very evident. There are several different areas in which human resources management is very important. One of these areas is for newly hired employees. The employees that are hired in a hotel can really alter the quality of service and the whole atmosphere of the hotel. This means that it is very important to pick upbeat, dedicated workers for each position. It is the job of the human resources manager to make sure that good people are chosen to work in the hotel. In many cases many hotel workers are only participating in hotel work because they can find nothing else to do. Not very many people have a dream of running or serving in a hotel environment. However, there are some people who do want to work in that capacity, and it is the job of the human resources manager to find those people. Retention of employees is another large problem in the hotel service business. Since so many of the employees do not have hotel work as their ending career goals, many of them only work in a hotel for a short amount of time. Other employees may have to be let go because of poor work ethics or other issues. However, there are ways that a hotel human resources manager can curb some of the desire and likelihood that employees will move to other jobs quickly. The importance of human resources management for hotels is very large in this area. Managers can provide good training and incentive programs that will cause employees to stay longer at the hotel. Having a clear progression plan to advance to higher levels of service will also cause employees to stick around much longer. The issue of employee progression and promotion is also another large issue for the hotel industry. The importance of human resources management for hotels is proven in this area. Hotels which provide ways for employees to advance in position, or that provide training for employees so that they can gain skills necessary for an advanced position are very important to the retention rate of employees. It is easy to implement services of this nature and the expense is negligible compared to the expense and time necessary to constantly find new employees to replace the ones that always leave shortly after being hired. One of the easiest things to implement is English lessons. Many hotel employees do not speak English very well, and so it is a great incentive for them to stay working at a hotel if they are offered English lessons. The importance of human resources management for hotels is also important in the area of employee services. If the employees know they can come to the human resources manager whenever they have a problem or issue then it is easier for them to work in good conscience. Many human resources departments implement different games and activities to make the work environment more interesting and fun for employees. There are many different services that a human resources manager can think of to help employee morale. Maybe the hotel could implement a babysitting service, or have a park day every year. These little services go a long way towards making happy employees. Happy employees make happy companies and happy customers. As you can see, the importance of human resources management for hotels is very great. There are thousands of ways that a human resources manager can make a hotel run more smoothly and more efficiently. There are many different areas that can benefit from the experience and guidance of a human resources manager. Therefore it is very important to not undermine the manager's importance. Without the human resources manager a hotel is not the same or as pleasing to customers and employees. The human resources management of hotels in South Korea had been researched in this dissertation; include the purpose and direction of human resource management, management objects and efficiency of human resource management. In-depth research and analysis had processed about human resource management skills. This dissertation had choose Modern hotels, Hyundai Hotel, Shilla Hotel, Ritz-Carlton hotels and Korea hotel as the research object, through the questionnaire survey and staff interviews and from these sides of the hotel personnel recruitment and training, staff communication, performance appraisal, employee motivation and so on to analysis status in quo of human resources management system.
Over the last decade, human resource management has come to be viewed as the dominant paradigm within which analyses of the world of work have been located. This volume examines the nature and assesses the impact of HRM within a highly under-researched division of the service sector, namely the UK hotel industry. Common perceptions of management practices in the hotel industry typically include work intensification, high labour turnover, lack of training and poor career prospects, and casualised terms and conditions of employment. Using data from a survey of over 200 hotels, this book challenges such stereotypes by demonstrating that this part of the service sector is just as likely to have experimented with new approaches to HRM as the manufacturing industry. It suggests that primary influences on managerial decision-making in the hotel industry are no different from the primary influences affecting decision-making elsewhere, countering the argument that mainstream management theories are inapplicable within the hotel industry. Furthermore, where hotels emphasise the importance of service quality enhancement and where they introduce HRM as an integrated, mutually supporting package of practices, a strong relationship between HRM and organisational performance is proposed. Human Resource Management in the Hotel Industry is essential reading for students and researchers with a specific interest in the hotel and catering industry, but will also be of interest to researchers with a wider interest in HRM issues. One of the most important departments of any hotel staff is human resources management. Proper human resources management can be the difference between a really well run hotel and a poorly one hotel. The human resources manager can control almost the whole feeling and presence of the entire hotel. This makes the importance of human resources management for hotels very evident. There are several different areas in which human resources management is very important. One of these areas is for newly hired employees. The employees that are hired in a hotel can really alter the quality of service and the whole atmosphere of the hotel. This means that it is very important to pick upbeat, dedicated workers for each position. It is the job of the human resources manager to make sure that good people are chosen to work in the hotel. In many cases many hotel workers are only participating in hotel work because they can find nothing else to do. Not very many people have a dream of running or serving in a hotel environment. However, there are some people who do want to work in that capacity, and it is the job of the human resources manager to find those people. Retention of employees is another large problem in the hotel service business. Since so many of the employees do not have hotel work as their ending career goals, many of them only work in a hotel for a short amount of time. Other employees may have to be let go because of poor work ethics or other issues. However, there are ways that a hotel human resources manager can curb some of the desire and likelihood that employees will move to other jobs quickly. The importance of human resources management for hotels is very large in this area. Managers can provide good training and incentive programs that will cause employees to stay longer at the hotel. Having a clear progression plan to advance to higher levels of service will also cause employees to stick around much longer. The issue of employee progression and promotion is also another large issue for the hotel industry. The importance of human resources management for hotels is proven in this area. Hotels which provide ways for employees to advance in position, or that provide training for employees so that they can gain skills necessary for an advanced position are very important to the retention rate of employees. It is easy to implement services of this nature and the expense is negligible compared to the expense and time necessary to constantly find new employees to replace the ones that always leave shortly after being hired. One of the easiest things to implement is English lessons. Many hotel employees do not speak English very well, and so it is a great incentive for them to stay working at a hotel if they are offered English lessons. The importance of human resources management for hotels is also important in the area of employee services. If the employees know they can come to the human resources manager whenever they have a problem or issue then it is easier for them to work in good conscience. Many human resources departments implement different games and activities to make the work environment more interesting and fun for employees. There are many different services that a human resources manager can think of to help employee morale. Maybe the hotel could implement a babysitting service, or have a park day every year. These little services go a long way towards making happy employees. Happy employees make happy companies and happy customers. As you can see, the importance of human resources management for hotels is very great. There are thousands of ways that a human resources manager can make a hotel run more smoothly and more efficiently. There are many different areas that can benefit from the experience and guidance of a human resources manager. Therefore it is very important to not undermine the manager's importance. Without the human resources manager a hotel is not the same or as pleasing to customers and employees. The human resources management of hotels in South Korea had been researched in this dissertation; include the purpose and direction of human resource management, management objects and efficiency of human resource management. In-depth research and analysis had processed about human resource management skills. This dissertation had choose Modern hotels, Hyundai Hotel, Shilla Hotel, Ritz-Carlton hotels and Korea hotel as the research object, through the questionnaire survey and staff interviews and from these sides of the hotel personnel recruitment and training, staff communication, performance appraisal, employee motivation and so on to analysis status in quo of human resources management system.
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