Managing Room Division Operation as a Critical Business Subject - Coursework Example

ASSESSMENT 2 Name Institution Professor Course Date Assessment 2 Table of Contents Introduction 3 Scope 3 Limitations 3 Outsourcing Contract Overview 3 Influences of Clause 3: Engagement 4 Room Division 5 Other Departments 5 Outsourcing Company 5 Hotel Success 6 Case of Clause in the Hotel Industry 6 Clause 5: Mobilization 7 Room Division 7 Other Departments 8 Outsourcing Company 8 Hotel Success 8 Case of Clause in the Hotel Industry 9 Conclusion 9 List of References 10 Introduction 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 few challenges or limitations. In the first instance, the report had to content 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 substantive understanding of the concept of outsourcing contract. Outsourcing Contract Overview In the 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 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. Room Division Outsourcing is a critical practice among the organizations, thus, the need for the corporations to approach it with caution. It is critical for outsourcing to be a strategic partnership rather than a simple hand-off of duties to the third party. Evidently, getting the issue right demands smart preparation from the business entities and management practitioners. In the case of Room Division, engagement clause ensures that strategic partnerships are happy in their collaboration, thus, clear delivery of services and expectations. Lack of engagement in the Room Division will create disharmony between the client and outsourcing vendor. Other Departments In the context of other departments, it is ideal for outsourcing to facilitate the achievement of the goals and objectives of the corporation. The objective of brining outside minds is to facilitate innovation and improvement of the levels of the products, as well as services to qualities beyond the existing levels. Engagement is critical in the improvement of the relationship among the practitioners in pursuit of the goals and targets. Evidently, engagement is ideal in ensuring that all parties are on the same page in pursuit of the goals and targets of outsourcing, thus, the platform for the exploration of the image and reputation of the firm in question (Davidson, McPhail, and Barry, 2011). Lack of engagement will create lack of inclusivity among the departments, thus, the need to incorporate engagement to improve efficiency. Outsourcing Company The objective of engagement is to facilitate realization of effective definition of collaboration between the client and outsourcing company. Engagement clause plays a valuable role in the determination of the level of control, as well as responsibility, thus, the platform for the development of the relationship between the client and the outsourcing company. Outsourcing company or business entity will have the opportunity to benefit from this engagement clause because of the opportunity to understand its roles and expectations, thus, the platform to work in pursuit of such goals and targets. Additionally, engagement will enable outsourcing company to improve its image and relationship with the client. Lack of engagement will generate isolation feeling within the outsourcing company, thus, the need to integrate this concept for inclusivity in the service delivery. Hotel Success These elements will play a critical role in the determination of the success of the hotel. Evidently, engagement will be ideal in the improvement of the relationship between the client and the outsourcing firm. Clause 3 is ideal in the promotion of efficient organizational culture in which the client and the company enjoy quality understanding of the roles and expectation. This level of efficiency will be critical in increasing the revenues and profit levels, thus, opportunity for maximization of the monetary reward from the innovative practices (Lamminmaki, 2005). Evidently, lack of engagement might contribute to inappropriate interaction among the practitioners in the hotel, thus, the need to incorporate engagement in the maximization of the goals and targets (Christensen and Rog, 2008). Case of Clause in the Hotel Industry One of the major players in the hotel industry is the Luxury Family Hotels. The institution did encounter substantive issues relating to increased staff retention. This staff retention issues were majorly because of lack of engagement regarding the practitioners or contributors to the achievement of the goals and targets (Som & Blanckaert, 2015). Implementation of this clause was ideal in enabling the company to address these issues, thus, the opportunity to ensure that all parties play critical roles in pursuit of the collective goals and sustainability. One of the governmental legislations in this context is the platform for the development of the Australian Hotels Association seeking to facilitate engagement among the parties in the industry (Davidson, 2003). Clause 5: Mobilization The objective of this clause is to ensure identification of the scope of the services, as well as presence or existence of sufficient resources in the course of addressing the services. Mobilization is one of the critical components of success in the innovative outsourcing model. Mobilization provides a platform for the client and outsourcing vendor or company to facilitate generation of substantive amount of resources in pursuit of competitive advantage and efficiency in the delivery of quality services and products (Hemmington and King, 2000). Room Division In the case of Room Division, the clause tends to have positive implications in improving the capacity of the institution to achieve its goals and targets. Evidently, mobilization ensures the presence of quality resources and capabilities in the outsourcing model. Room Division will have the opportunity and platform to exploit this relationship and mobilization to ensure the achievement of the goals and targets of the corporation. Additionally, mobilization will ensure that the division sources all its capabilities, expertise, and valuable resources to achieve the goals and targets. Lack of mobilization will limit the potentiality of the achievement of the goals of the Room Division. Other Departments The objective of outsourcing is to ensure that all parties contribute effectively and efficiently in pursuit of competitive advantage in the market and industry of operation. In this context, the clause provides an opportunity for the departments to mobilize diverse resources with the intention of facilitating the achievement of the goals and targets at the end of each fiscal period (Taylor, 2012). The clause initiates legal obligation for each department to execute its role and responsibility to achieve the initial goal of outsourcing. From this perspective, mobilization tends to have positive implications on the operations and activities of other departments in pursuit of sustainability and competitive advantage. Lack of mobilization might limit the potentiality of other departments, which will reduce the ability to achieve goals and targets. Outsourcing Company Outsourcing vendor tends to have substantive information or knowledge regarding its operation, as well as expectations. Mobilization will be critical in the identification and generation of substantive, as well as sufficient resources with the intention of ensuring that the company achieves its goals and targets (Vasquez, 2014. In this aspect, outsourcing company will play a valuable role in the exploitation of the available resources from both parties to facilitate maximization of the opportunities in accordance with the goals and targets or expectations of the target audiences in the highly competitive industry. Lack of mobilization will limit the ability of outsourcing company to achieve its goals and targets. Hotel Success In this context, the clause is critical in providing the platform for the maximization of the revenues and profit levels at the end of each fiscal period. The success of the hotel depends on the ability and potentiality to mobilize its resources effectively and efficiently in addressing the strategic goals and targets (Sani, Dezdar, and Ainin, 2013). The mobilization clause will ensure that the hotel achieves its goals through improved efficiency in addressing strategic goals in accordance with the objective or purpose of outsourcing. Categorically, inappropriate mobilization might reduce the goals and targets of hotel in pursuit of sustainability. Case of Clause in the Hotel Industry One of the institutions in this industry is the Starwood Hotels and Resorts focused on the utilization of the concept of mobilization. Integration of mobilization has been critical in enabling the institution to enjoy critical reliability, as well as wide-ranging interoperability (Mrsc, 2010). This is through utilization of Mitel technology in mobilizing staff members to ensure consistent customer experiences, as well as reduction in the cost of operation. One of the government legislations in this aspect is the workplace health and safety regulation, which calls for mobilization of all resources with the intention of improving workplace health and safety (Gallagher, Underhill, & Rimmer, 2003). Conclusion Conclusively, the report sought 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. Evidently, the report focused on the utilization of engagement and mobilization clauses with the intention of achieving the goals and targets of outsourcing. Accordingly, the two clauses focused on the improvement of effectiveness and efficiency in the creation of positive implications on the four areas of focus. Evidently, mobilization provides the platform for the organizations to achieve diverse goals and targets such as increase in the revenues and profit levels. On the other hand, engagement is critical in creating an interactive platform for the business entities to work towards the achievement of the goals and targets of outsourcing model. List of References CG Davidson, M., McPhail, R. and Barry, S., 2011. Hospitality HRM: past, present and the future. International Journal of Contemporary Hospitality Management, 23(4), pp.498-516. Christensen Hughes, J. and Rog, E., 2008. Talent management: A strategy for improving employee recruitment, retention and engagement within hospitality organizations. International Journal of Contemporary Hospitality Management, 20(7), pp.743-757. Davidson, M. C. (2003). Does organizational climate add to service quality in hotels?. International Journal of contemporary hospitality management, 15(4), 206-213. Gallagher, C., Underhill, E., & Rimmer, M. (2003). Occupational safety and health management systems in Australia: Barriers to success. Policy and Practice in Health and Safety, 1(2), 67-81. Hemmington, N. and King, C., 2000. Key dimensions of outsourcing hotel food and beverage services. International Journal of Contemporary Hospitality Management, 12(4), pp.256-261. http://php.scripts.psu.edu/users/t/y/tyy1/IJPR_outsourcing.pdf http://s3.amazonaws.com/academia.edu.documents/35487251/www.emeraldinsight.co m_doi_pdfplus_10.pdf?AWSAccessKeyId=AKIAJ56TQJRTWSMTNPEA&Expires= 1476005086&Signature=u4S7kffEpCryD%2B3MRUQ47V%2BJ6QI%3D&response- content- disposition=inline%3B%20filename%3DInternational_Journal_of_Contemporary_Ho .pdf http://www.ijmess.com/volumes/volume-III-2014/issue-I-03-2014/full-1.pdf Lamminmaki, D., 2005. Why do hotels outsource? An investigation using asset specificity. International journal of contemporary hospitality management, 17(6), pp.516-528. Mrsc, I. P. Z. (2010, January). Sustainable Hotels: Sustainable Life Cycle Practice in Croatian Hotels. In Faculty of Tourism and Hospitality Management in Opatija. Biennial International Congress. Tourism & Hospitality Industry (p. 161). University of Rijeka, Faculty of Tourism & Hospitality Management. Sani, A., Dezdar, S. and Ainin, S., 2013. Outsourcing Patterns among Malaysian Hotels. International Journal of Business and Social Science, 4(9). http://www.ijbssnet.com/journals/Vol_4_No_9_August_2013/13.pdf Smith, A., 2012, “The Pros and Cons of Outsourcing,” University of Nevada, Las Vegas Som, A., & Blanckaert, C. (2015). Luxury: Concepts, Facts, Markets and Strategies. John Wiley & Sons. Taylor, P., 2012. Renegotiating relationships with employees in outsourcing operations. People and Strategy, 35(1), p.32. Vasquez, D., 2014. Employee retention for economic stabilization: A qualitative phenomenological study in the hospitality sector. International Journal of Management, Economics and Social Sciences, 3(1), pp.1-17. Yao, T., Jiang, B., Young, S.T. and Talluri, S., 2010. Outsourcing timing, contract selection, and negotiation. International Journal of Production Research, 48(2), pp.305-326. Read More