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|Issue Date: ||2016-10-13 11:24:42 (UTC+8)|
;Development of service industry has become a key indicator to the advanced development of a country. An increasing number of tourists as a result of government′ s great attention and collaboration from the private enterprises, which has driven the demand for accommodation, giving rise to a variety of accommodation types and creating employment opportunities. Faced with a highly competitive market environment, the industry adjusts its business strategy and transformed into chain system to increase its competitiveness; the chain operation mainly adopts the mode of regular chain and management contract in which the Group is highly involved and the knowledge could be completely transferred, enabling the individual hotels to replicate its successful management mode. The local hoteliers prefer American hotel brands while seeking strategic cooperation with international hotel groups.
This study, with the opinion that human resource management (HRM) could better promote the competitiveness for this labor-intensive tourist hotel industry, collected the relevant HRM theories proposed by previous researchers of the chain management in Sino-American corporations via literature review to serve as the basic concept of this study and conducted comprehensive analysis through participant observation method and case comparison. It explored the study object deeply rather than extensively by focusing on the typical individual hotels under Sino-American management.
External cultural environments are taken into account for the management practices. Thus, the study probed into the difference in management practices between different cultures by comparison of cultural context while collected and summarized the classification of HR measures regarding their five dimensions (recruitment, training and development, performance evaluation, compensation and welfare, employee relationship) by various scholars and made a comparison of the HRM system of China and America (as shown in Table 2-3). Then it explored the relevant HR practices of individual hotels under the management of China and America through verification method. The comparative analysis results of two individual hotels indicate that the HR measures taken in the aspect of “training and development” are quite similar between Chinese and American hotel management while the other four dimensions show great difference.
Therefore, hotels must make differences in their HRM measures to obtain higher labor competitiveness than their peers. The study offered some management suggestions through practical and document analysis to be served as future reference for the proposal of management activities during the internationalization of other local enterprises.
|Appears in Collections:||[人力資源管理研究所碩士在職專班 ] 博碩士論文|
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