Training Strategy for Four Seasons
Essay. Training Strategy for Four Seasons Hotel in Moscow
This piece of work aims to explore cross-cultural awareness and communication skills as crucial qualities for international manager in nowadays global hospitality and tourism industry. Managers are facing challenging times in managing very diverse workforce in hospitality and tourism industry. This was resulted due to the increasing globalization which aroused continuing growth of world’s market, advancement in telecommunication, increased management availability and flexibility, technological know-how in different parts of the world and many other which encouraged people as a labor to move around the globe. This essay also objects to provide an extended overview on major importance of cross-cultural and intercultural awareness, knowledge and training strategies as part of IHRM strategy that are foundations of successful long-run current and future international hospitality managers. On the other hand, this essay will also briefly introduce reader to the cost of failure of expatriates to the organization and expatriates personal life.
First of all, we should define what International Human Resource (IHRM) is. Literature providea variety of definitions. Bhattacharyya (2010, p.241) defines IHRM as “the process of sourcing, allocating, and effectively utilizing human resources in multinational organization”. Author also states that main purpose of IHRM is “to enable companies, very often multinational corporations (MNC’s), to be successful globally”. Stahl & Bjorkman (2006, p.1) when defining IHRM also includes its importance to MNC’s “definition of IHRM covers a wide range of human resource issues facing MNC’s in different parts of their organizations”. A slightly different overview brings Torrington (1994:6) where he suggests that ‘In many ways IHRM is simply HRM on a larger scale; the strategic considerations are more complex and the operational units more carried, needing coordination across more
This piece of work aims to explore cross-cultural awareness and communication skills as crucial qualities for international manager in nowadays global hospitality and tourism industry. Managers are facing challenging times in managing very diverse workforce in hospitality and tourism industry. This was resulted due to the increasing globalization which aroused continuing growth of world’s market, advancement in telecommunication, increased management availability and flexibility, technological know-how in different parts of the world and many other which encouraged people as a labor to move around the globe. This essay also objects to provide an extended overview on major importance of cross-cultural and intercultural awareness, knowledge and training strategies as part of IHRM strategy that are foundations of successful long-run current and future international hospitality managers. On the other hand, this essay will also briefly introduce reader to the cost of failure of expatriates to the organization and expatriates personal life.
First of all, we should define what International Human Resource (IHRM) is. Literature providea variety of definitions. Bhattacharyya (2010, p.241) defines IHRM as “the process of sourcing, allocating, and effectively utilizing human resources in multinational organization”. Author also states that main purpose of IHRM is “to enable companies, very often multinational corporations (MNC’s), to be successful globally”. Stahl & Bjorkman (2006, p.1) when defining IHRM also includes its importance to MNC’s “definition of IHRM covers a wide range of human resource issues facing MNC’s in different parts of their organizations”. A slightly different overview brings Torrington (1994:6) where he suggests that ‘In many ways IHRM is simply HRM on a larger scale; the strategic considerations are more complex and the operational units more carried, needing coordination across more
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