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Lecture Hotel management and operations (5th Edition): Chapter 9.5 - Michael J. O'Fallon, Denney G. Rutherford

Strategic alliances between hotels and restaurants. In part because of the high cost structure of hotel restaurants, which means high prices relative to other restaurants, they developed among potential customers a reputation for being a poor value, offering indifferent service and inferior food. Today many hotels are rethinking the process. | The Strategic and Operational Roles of Human Resources – An Emerging Model J. Bruce Tracey and Arthur E. Nathan Copyright © 2011 by John Wiley & Sons, Inc. All rights reserved Introduction Human-capital consideration top the list of current managerial concerns in the hospitality industry. The HR function is oddly disconnected from the line function. The disconnect is evident on two primary levels: Many business leaders fail to fully consider HR influence when making long-term plans. Many HR departments fail to execute even the most basic functions effectively. Copyright © 2011 by John Wiley & Sons, Inc. All rights reserved Introduction Cont. The authors developed a model. To explain the model – They first discuss the manner in which HR can contribute to the strategic-planning process. They then present data that demonstrate the link between HR practices and systems on important business objectives. Finally, they offer some ideas that may change the prevailing paradigm and the operational role of HR in hospitality organizations. Copyright © 2011 by John Wiley & Sons, Inc. All rights reserved HR and Strategic Planning The authors observations are that HR suffers from a negative image in many hospitality organizations and that, sadly, it has earned that negative image. Views of HR: HR is basically an employee-advocate function and represents the “soft” side of the business. HR is a cost center. HR serves as an administrative-support office and organizes the company picnic. HR is responsible for implementing strategy, not developing it. Copyright © 2011 by John Wiley & Sons, Inc. All rights reserved HR and Strategic Planning Cont. Too often, the human-resources function is left out of key planning steps. Several approaches can be used to predict a firm’s competitive position and develop strategic decisions: SWOT (strength, weakness, opportunity, and threat) – based on a matching process such that a firm’s strategic direction is based on the fit between external . | The Strategic and Operational Roles of Human Resources – An Emerging Model J. Bruce Tracey and Arthur E. Nathan Copyright © 2011 by John Wiley & Sons, Inc. All rights reserved Introduction Human-capital consideration top the list of current managerial concerns in the hospitality industry. The HR function is oddly disconnected from the line function. The disconnect is evident on two primary levels: Many business leaders fail to fully consider HR influence when making long-term plans. Many HR departments fail to execute even the most basic functions effectively. Copyright © 2011 by John Wiley & Sons, Inc. All rights reserved Introduction Cont. The authors developed a model. To explain the model – They first discuss the manner in which HR can contribute to the strategic-planning process. They then present data that demonstrate the link between HR practices and systems on important business objectives. Finally, they offer some ideas that may change the prevailing paradigm and the .