Human Resource Training and Development

1. Introduction

Human resource management refers to the nature of the “decisions, actions and issues” that relate to the employment relationship. It aims to develop people and enhance performance productivity. Modern human resource management in the hospitality industry contributes to the achievements of the organization through its people. However, human resource practitioners face a number of issues and challenges daily. According to De Cieri and Kramar (2002), the biggest challenge faced by human resource managers is being flexible and adaptable in the corporate environment.

This report was conducted in light of recent human resource problems experienced at the Auckland Hotel. The case study follows the hotel’s current General Manager Kate Sutcliff, age 32. Kate was offered an immediate internship at the company’s Queenstown landmark after receiving a high distinction at AUT. The position was offered at a higher salary in recognition of her achievements. Kate was promoted to front office manager within two years, which was followed by a position as revenue manager at the London landmark. The company then offered a role as Deputy General Manager at a smaller landmark in Ireland. Kate then obtained her current position as General Manager by the age of 32. Three weeks ago an annual staff survey was conducted which raised cause for concern among the board. The survey introduced a number of staff and customer complaints in reference to Kate’s management skills, which may be affecting the hotel’s profitability.

This investigation aims to identify the key issues causing staff and guest dissatisfaction, as well as the reasons for declining revenue. The report will proceed to provide realistic solutions to the problems. In order to examine these issues, the investigation will outline training and development theories, performance appraisal theories and recommend the most effective approaches to form a solution.

2. Training and Development Theory...