Essays on Human Resource Management in the Hospitality Industry in Thailand Case Study

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The paper "Human Resource Management in the Hospitality Industry in Thailand " is a great example of a Management Case Study. Human resource development and management are critical for any sector of the economy as they form part of competitive advantage. The hospitality sector plays a significant role in the economies of Thailand and South Korea. The two countries have been listed as attractive destinations globally. The human resource practices adopted in the hospitality sector in these countries differ based on macro-environment factors, industry strategies, and overall culture. The two countries show a significant degree of collectivism.

However, Thailand has a higher percentage as compared to South Korea. On the other hand, South Korea exhibits higher levels of advancement in the adoption of the best human resource practices. This paper examines the development of human resources in the two countries and functions of HR within the said industry. The approach that the paper adopts is of analyzing divergence and convergence in human resources practices in the two nations. What emerges out of this discussion as the functions of HR include enhancement of performance, industrial relations, and diversity management. Human Resource Practices in Thailand and South Korea.

Human resource development is a critical platform for enhancing the competitive advantage of a country as a whole. Human resource development can be conceptualized from four sectors. These include the government sector, private sector, educational institutions and qualifying systems (Jung Ha and Mi-Sook, 2011p. 26). Zhu, Warner, and Rowley (2007, p. 9) opine that human resource management practices have greatly evolved over time in South Korea. They note that the principal factors that have contributed to human resource management changes in Korea include the happenings at macro level, strategic choices of firms and institutional influence.

Owing to the Asian crisis of 1997, companies have adopted firm-level restructuring by downsizing, initiation of early retirement, performance-based incentives and employing contingent workers. The HRM is in Korea is demarcated with the application of past practices and continuity & uncertainty in relation to the future (p. 10). Thailand constitutes one of the most attractive tourist destinations. Moreover, Williams (2007) ranked the country 10th in terms of contribution to employees globally. However, they are likely to face a challenge from other countries.

The main concern for this country is how to meet international standards by improving quality (TAT, 2008). Blanke and Chiesa (2011, p. 465) observes that the majority of housekeeping staff in Thailand are unwell educated old generation women thus, affecting their image. The same is affirmed by Limyothin and Trichun (2012, p. 23) who note that ‘ the problem of the lack of workforce, though not a new one, is still the most crucial the hotel business in Thailand has to face with’ . Further, 51.1 % have no university qualification (p. 26).

Lawler and Atmiyanandana (2004) cited in Zhu, Warner, and Rowley (2007, p. 9) observes that different types of enterprises influence the HRM adopted in Thailand. According to them, these enterprises include family-owned businesses, Thai owned enterprises, and foreign-owned corporations. Cultural Diversity in Thailand and South Korea. There are various distinct cultural values that have influenced human resource practices in Thailand. The chief factors in this context are collectivism, intra group harmony, deference to authority, humility and so on (Aycan, 2005, 1084). These have inhibited the implementation of western-based HRM models like high-performance work systems in the local firms.

However, these models are applied in most foreign owned companies where major share holders are from western countries (p. 14). In a nutshell, it is agreed that Thailand leans towards a more flexible high-performance work system instead of the traditional approach with foreign-owned corporations taking the lead as compared to Thai owned businesses (Zhu, Warner, and Rowley, 2007, p. 16).

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