The paper "Managing Room Division Operation as a Critical Business Subject" is a perfect example of management coursework. The documentation of this report is to substantiate the demands for Managing Room Division Operation as a critical business subject. The purpose of the report is to assess, as well as examine the influence of two outsourcing clauses on the Rooms Division, an outsourcing company, the hotel success, and other hotel departments. The document focuses on the utilization of the Rooms Division contract in development of the report. Scope In the development of this report, the focus will be on two critical clauses.
In the first instance, the report assesses the implications of clause 3: Engagement. Secondly, the report explores clause 5: Mobilization. The report has been able to integrate online sources for effectiveness and efficiency in the assessment or investigation of the implications of the clauses on the aforementioned four components of discussion. Limitations In the documentation of the report, the process did encounter a few challenges or limitations. In the first instance, the report had to contend with the presence of few research sources, which are valid and reliable in addressing the objectives.
On the other hand, inadequate experience on the technical aspects of this report did play a critical role in hindering a substantive understanding of the concept of the outsourcing contract. Outsourcing Contract Overview In recent years, outsourcing has been one of the notable developments in the HRM in diverse industries, particularly the hotel industry. Love it or loathe it, outsourcing is a critical element in the business context. Business entities have the obligation to such for cheaper, as well as more effective approaches of working.
This makes outsourcing, handing over non-core functions to lower-cost specialists, an alluring prospect in pursuit of competitive advantage in the highly competitive industries. Before bringing in third parties to run parts of the business, it is ideal for the corporations to consider the evaluation of the potential risks (Smith, 2012). In diverse instances, outsourcing deals fail because of ineffective assessment and evaluation of the business risks and pitfalls. Various respondents tend to practice the concept of outsourcing with the intention of enhancing effectiveness and efficiency in the delivery of services, as well as reduction of the costs of operation.
In spite of these benefits, it is ideal for the management and legal practitioners to ensure understanding of the position of the outsourced employees in accordance with their goals and targets (Yao, Jiang, Young, and Talluri, 2010). One of the critical elements in addressing this issue is the adoption and exploitation of the outsourcing contract. Outsourcing contract plays a critical role in addressing the relationship between the organization in question and the third party in pursuit of effective and efficient service delivery.
Customization of outsourcing contract is vital in addressing the needs, requirements, and capabilities of the parties, thus, platform for successful collaboration. Influences of Clause 3: Engagement Clause 3 focuses on the illustration of the need for engagement among the parties in outsourcing contract in the provision of quality services and products regarding the needs and expectations of the consumers. The clause has three critical articles aiming at compelling parties in question to work in an engagement model for the realization of the goals and targets. Evidently, the clause is ideal in addressing the contribution of the employees or parties in the outsourcing format.