Essays on Key Challenges of Using HRD in Hotel Eel Case Study

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The paper 'Key Challenges of Using HRD in Hotel Eel " is a perfect example of a human resources case study. Human resource development (HRD) focuses on improving the capacity of the employees towards fulfilling the requirements of an organisation. An effective HRD framework addresses needs analysis in terms of task, strategic/organisational and person analysis. Planning a research and development program includes identifying the needs of the employees, developing and marinating organisational structures, providing appropriate resources, and developing overall efficient. The focus of the current study is Hotel Eel, which is a three-star hotel offering accommodation, food, and conference facilities.

Hotel Eel has been in operation for the last 25 years and has integrated different strategic requirements that target the improvement of employees and achieving strategic objectives. The essay discusses the key challenges facing Hotel Eel, effective HRD aspect in Hotel Eel and documenting recommendations that Hotel Eel should incorporate into the overall operational and management of HRD. The Key Challenges of using HRD in Hotel Eel Numerous challenges exist that limits the implementation of HRD in Hotel Eel. The leadership is not responsive to the requirements and needs of the employees.

The leadership style also does not consider the changing working conditions and globalisation (Datta, Guthrie, & Wright, 2005; Heijde & Van Der Heijden, 2006). Hotel Eel attracts both local and international customers meaning the leadership should reflect the changing requirements of the customers (Torraco, 2005; Wall & Wood, 2005). However, the leadership does not incorporate the changing needs into the human resource sector (Aguinis & Kraiger, 2009; Le Deist & Winterton, 2005; Jiang et al. 2012). It means that Hotel Eel does not have an effective human resource development that focuses on improving employee competence.

The employees are unable to improve their skills and unable to be responsive to the working and industry requirements. The second challenge is about equality and diversity (Khilji & Wang, 2006; Le Deist & Winterton, 2005; Lengnick-Hall et al. , 2009). The HRD has to focus on cohesion, and an HRD professional has to shape, support, and embed good approaches to advance the requirements of the organisation rather than facing challenges and limitations of inclusivity. The diversity should be focused in terms of employment opportunities, policy development, terms of references, roles and responsibilities and service and product access (Avey, Luthans & Jensen, 2009; Heijde & Van Der Heijden, 2006; Jiang et al.

2012). However, these variables are not included in the development of the employees meaning efficiency is affected. Training and development should be customised based on the objectives of an organisation and Hotel Eel has not integrated the variables of equality and diversity (Becker & Huselid, 2006). The aspect of equality incorporates remuneration, motivation, and other benefits associated with employment.

Hotel Eel lacks an effective framework of championing equality and diversity (Colbert, 2004; Wall & Wood, 2005; Heijde & Van Der Heijden, 2006). The third challenge is understanding the objectives of the organisation and aligning the objectives with organisational development and human resource sector (Chen & Huang, 2009; Jiang et al. 2012). The organisation has to understand the strategic obligations and recruitment of the employees for the position. It is inappropriate for an organisation to focus on the employees before determining their position including skills. Hotel Eel focuses on employees rather than the demands and references of the position to determine the appropriate employee (Aguinis & Kraiger, 2009; Le Deist & Winterton, 2005).

Implementing HRD in Hotel Eel would create more challenges because the employees do not understand their positions within the hotel and other job descriptions fundamentals (Datta, Guthrie, & Wright, 2005; Heijde & Van Der Heijden, 2006). Hence, the effectiveness of the implementation of HRD depends on the job description and the ability of an employee to complete tasks associated with the position.


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