International and Comparative Hrm
International and Comparative HRM
Case Study Analysis – Serenity Hotels Group
Introduction
This paper will analyse the International Human Resource Management issues/challenges for the Serenity Hotels Group (Serenity) in the staffing of the Hotel Manger positions in its newly acquired chain of hotels in Thailand. Furthermore, it will make recommendations to resolve any issues identified and to facilitate the international assignment of managers.
The creation of an international division by Serenity brings with it an additional set of challenges that it has not been exposed to before in its domestic operations. Walding et al see the coordination of operations in a multinational operation organisational setting as a real challenge for Human Resource Management (HRM). Serenity can prepare for these challenges through a thorough analysis of the HRM requirements for its Thai hotels acquisition.
As the eight week timeframe for rebranding and reopening, in accordance with the Serenity’s Strategic Objectives of new ventures being opened on time, cannot be prolonged, then there are a number of strategies that must be adopted to meet this requirement. These include contracting of Host Country recruiting and the use of international assignment service companies for pre deployment preparation and resettlement in country.
IHRM Issues/challenges for Serenity Hotels
The issues and challenges that have been identified for Serenity’s international acquisition in Thailand are discussed below and relevant recommendations are made.
Staffing
Whilst Serenity has decided to use a predominantly ethnocentric approach to the management of its Thai venture by deploying six Parent Country National (PCN) managers, it must be cognisant of the effects this may have such as: limiting the opportunities of HCN; a larger adaptation time for PCN managers; and disparate compensation packages[1]. Serenity has tried to balance this approach with the hiring of three HCN
Case Study Analysis – Serenity Hotels Group
Introduction
This paper will analyse the International Human Resource Management issues/challenges for the Serenity Hotels Group (Serenity) in the staffing of the Hotel Manger positions in its newly acquired chain of hotels in Thailand. Furthermore, it will make recommendations to resolve any issues identified and to facilitate the international assignment of managers.
The creation of an international division by Serenity brings with it an additional set of challenges that it has not been exposed to before in its domestic operations. Walding et al see the coordination of operations in a multinational operation organisational setting as a real challenge for Human Resource Management (HRM). Serenity can prepare for these challenges through a thorough analysis of the HRM requirements for its Thai hotels acquisition.
As the eight week timeframe for rebranding and reopening, in accordance with the Serenity’s Strategic Objectives of new ventures being opened on time, cannot be prolonged, then there are a number of strategies that must be adopted to meet this requirement. These include contracting of Host Country recruiting and the use of international assignment service companies for pre deployment preparation and resettlement in country.
IHRM Issues/challenges for Serenity Hotels
The issues and challenges that have been identified for Serenity’s international acquisition in Thailand are discussed below and relevant recommendations are made.
Staffing
Whilst Serenity has decided to use a predominantly ethnocentric approach to the management of its Thai venture by deploying six Parent Country National (PCN) managers, it must be cognisant of the effects this may have such as: limiting the opportunities of HCN; a larger adaptation time for PCN managers; and disparate compensation packages[1]. Serenity has tried to balance this approach with the hiring of three HCN