StudySolver – News and Tips for Studying

Human Resource Management

1.0 Introduction

Human Resource Management (HRM) policies is collaboration on strategy between HR and the organisation’s leadership to be effective and success by reviewing on its human capital. AccorHotels value is based on its human capital which driven the quality of employees by HRM functions, policies and procedures towards a sustaining business as a world’s high performance leading company (Mayhew 2017).

2.0 Overview of company

2.1 Mission

“Feel Welcome” is what AccorHotels has invested all their energy in creating a resonate as finest hotel promise. They connected the group’s aim to be the world’s best hotelier, but also the best travel companion for the millions of guests each year. AccorHotels share the promise in their profession towards the world to strengthen the experience in welcoming. AccorHotels shows a strong state of mind and a commitment to all employees which is open to all in forming a group that foster talents and passions. Partners are also AccorHotels guarantee where success are given. Undeniably, planet and community is what AccorHotels has shown solidarity by taking care of the planet with sustainability development and people every day. AccorHotels is not just a world leader but to be world’s best performing company as most innovative and most valued hotel company (Accor Hotels Group 2017).

2.2 Values

Values deliver and fulfil mission. Accor believes that everyone is part of the community that does not take short-term view but looking at the long run business growth, taking the community into consideration which is beneficial.

2.2.1 Guest Passion

Hospitality is Accor’s profession in which guests are the driver of our decisions and actions. Accor equips the pleasure of pleasing customers our driving force.

2.2.2 Sustainable Performance

Long term sustainable performance is the target by building an impulse of creation and positive value involving as many people as possible.

2.2.3 Spirit of conquest

Customers travel around the world to explore and experience, so we want to be where they want to be. We explore, we attempt and we develop, showing the ambitious in making impossible possible for our customers with a greater experience.

2.2.4 Innovation

We stand for bringing guest’s dream to life by achieving it and the guests loved it. We continuously welcoming new ideas with curiosity and reinvent to claim the freedom. We are free to try, to test, to learn from the past.

2.2.5 Trust

Aiming to support and value every individual by delivering our commitments. Kindness is what we believe in; we say what we do, we do what we say.

2.2.6 Respect

We are connected to the outside world with the blending of vultures. Be proud of our differences, every human being has a valuable addition that the company reviewed and valued to.

Values are critical for the company. They are a dialect that everybody talks, they are constant heading, even in extreme circumstances. They support employee’s inclination in the Group: placing importance into what they do and put them in a place where they can surpass (Accor Hotels Group 2017).

2.3 Leadership approaches

2.3.1 Transformational Leadership (TLS)

TLS is a process of a leader in increasing the levels of motivation and commitment among followers. The importance is on producing a vision for the organisation and the ability of leader to engage with higher goals and dedication or trust of followers (Mullins 2016). AccorHotels articulate a clear and engaging vision with explanation on how the vision can be achieved with act of confident and optimistic to lead as an example.

2.3.2 Functional approach

Functional approach is the focus on functions of leadership of how the leader’s behaviour affects the group of followers. This approach believes that leaders are not born but made: everyone is the leader regardless what job they do. A leader can be formed by seeking people with leadership potential and increase the accessibility of career development.

AccorHotels has guided their leadership approach by encouraging every individual in attempt to innovate and acts as an entrepreneur with creativity that bring different to their business. Employees are empowered and encouraged to seek delegation and take responsibility. They encourage talents to be proactive in transforming the group by introducing Yammer for communication as an entire organisation (Accor Hotels Group 2017).

This creates a view to increase business competitiveness with the use of effective human resources resulting in attention on how AccorHotels has strengthen and transform organisation. boosting operational efficiency and sustainable growth.

(Partiar & Wang 2016)

– More innovative and direct their energy toward the benefit of the organisation leading to a committed workforce which promotes continuous improvements.

– Improve performance at all levels of an organisation

– Lack of employee commitment (low wages, unsocial working hours, low job satisfaction and limited career advancement opportunities)

– program to encourage and secure employees’ retention (training & development)

– ensuring that HR and executive leadership are working towards the same goals.

3.0 HRM Policies

3.1 Workplace diversity & Inclusion

Diversity in workplace is a vital and fundamental trait of individual differences. Individual differences support a company when it comes to innovation (Soilen & Tontini 2013, p.159). Diversity means accepting, welcoming and valuing the differences inherent in every individual and recognizing the contribution that a diverse workforce can make to organisational effectiveness and performance. This draws their varying backgrounds and valuing them by promoting equality in the workplace and prevent discrimination. Acknowledging differences and adapting work practices to create an inclusive environment in which individual diverse skills, perspectives and background are valued.

AccorHotels is committed to gender equality by involving women into the workforce which shows best in this policy. The latest figure in UK has shown that the pay gap of men in management positions are more likely earn more than female (Musaddique 2017). The HeforShe initiative undertaken is a solidarity movement of equal opportunities in 2015 to achieve gender parity in management and equal pay by promoting women’s empowerment. This creates the secureness of talented women to senior leadership roles which striving our goal of having 50 percent female GMs in Australia. Builds on traditional principles of equal employment opportunity (EEO).

Managing diversity generally come without any measureable goals and objectives but it could develop performance indicators to measure progress towards a defined goal or mission. Harnessing these differences will create a productive environment in which everybody feels valued, where their talents are being fully utilised and in which organisational goals are met. One of the main commitments is to grow the ratio of women GMs from 27% today to 35% by end-2017.

Improving interpersonal and intergroup communication and relationship in the workplace

Managing diversity emphasises that the people doing the work of an organisation are an important part of creating competitive advantage.

Individual attitudes are difficult for the individual and leaders to manage and change, HRM policies can foster employee attitudes through recognising their personality characteristics and which also addressing to the issues of retention, integration and career development. Indeed, it reduces labour turnover and absenteeism, improve productivity and commitment through the leadership approaches. Management built on a set of values which recognise that the differences between people are a potential strength for an organisation.

Over 16% of the Group’s workforce are women, 35% managers are women, and 41% of the members of the Board of Directors are women.

Strategic Leaders Development Program (SLDP) and Women at AccorHotels Generation (WAAG) programme in 2016.

3.2 Compensation policy

At AccorHotels, compensation given include both monetary and non-monetary components showing that employees are valuable. Goal is to acknowledge employees’ skills and performance & respecting the principles of fairness and non-discrimination. People expects something in return; compensation policy is the employer’s behaviour for an employee’s work.

With this, the company is able to attract top talent as job candidates which technically improve the competitiveness and productivity of the business. This is because job satisfaction and leadership approaches has achieved by the strength of motivation through compensation. They take individual values as collection drives where change, teamwork and innovation are organized.

However, the process of motivation is common to all but the content of motivation is unique to the individual. Many employees think money as a motivator to help their company succeed. Indeed, AccorHotels offers each of them a variety of benefits aimed to recognise every individual who contributes to the Group’s success and prestige. In this case, AccorHotels ensure that a psychological contract is created between both parties through job satisfactions compound of fair and equitable compensation. For example, AccorHotels updates their job sites regularly by showing general guarantee of compensation to reduce the employee intention to leave. The brands are the family’s different personalities; they may have their own way of doing things but they all embody the same values when they serve our customers – who, more and more often, are choosing more than one of our brands for different occasions, moods or circumstances. They work towards a similar goal which aimed to develop a good performance culture in the organisation.

Retaining employees is essential for a successful business development by reducing costs in training and aids in maintaining a knowledgeable workforce with high efficiency. Benefits such as health insurance and retirement packages that might increase the employee’s well-being are what they desired from. AccorHotels has shown a clear statement that wellness is covered which create a better chance of retaining workers in the workforce. Other than that, individual needs are vary, where AccorHotels has offers a range of benefits aimed at improving quality of life and optimizing the working conditions. Thus, ensuring them to maintain a healthy work-life balance which increase the organisational commitment.

Conclusion

– Has implications for creativity, problem solving, retaining good employees and developing markets for the firm’s products and services.

– Objectives: to sustain awareness of diversity, demonstrate commitment to diversity and maintain a safe and secure work environment.

– AccorHotels believes that talents are in individual, however, it is a current competitive situation in the business which makes us difficult to acquire and retain the top talents.1.0 Introduction

Human Resource Management (HRM) policies is collaboration on strategy between HR and the organisation’s leadership to be effective and success by reviewing on its human capital. AccorHotels value is based on its human capital which driven the quality of employees by HRM functions, policies and procedures towards a sustaining business as a world’s high performance leading company (Mayhew 2017).

2.0 Overview of company

2.1 Mission

“Feel Welcome” is what AccorHotels has invested all their energy in creating a resonate as finest hotel promise. They connected the group’s aim to be the world’s best hotelier, but also the best travel companion for the millions of guests each year. AccorHotels share the promise in their profession towards the world to strengthen the experience in welcoming. AccorHotels shows a strong state of mind and a commitment to all employees which is open to all in forming a group that foster talents and passions. Partners are also AccorHotels guarantee where success are given. Undeniably, planet and community is what AccorHotels has shown solidarity by taking care of the planet with sustainability development and people every day. AccorHotels is not just a world leader but to be world’s best performing company as most innovative and most valued hotel company (Accor Hotels Group 2017).

2.2 Values

Values deliver and fulfil mission. Accor believes that everyone is part of the community that does not take short-term view but looking at the long run business growth, taking the community into consideration which is beneficial.

2.2.1 Guest Passion

Hospitality is Accor’s profession in which guests are the driver of our decisions and actions. Accor equips the pleasure of pleasing customers our driving force.

2.2.2 Sustainable Performance

Long term sustainable performance is the target by building an impulse of creation and positive value involving as many people as possible.

2.2.3 Spirit of conquest

Customers travel around the world to explore and experience, so we want to be where they want to be. We explore, we attempt and we develop, showing the ambitious in making impossible possible for our customers with a greater experience.

2.2.4 Innovation

We stand for bringing guest’s dream to life by achieving it and the guests loved it. We continuously welcoming new ideas with curiosity and reinvent to claim the freedom. We are free to try, to test, to learn from the past.

2.2.5 Trust

Aiming to support and value every individual by delivering our commitments. Kindness is what we believe in; we say what we do, we do what we say.

2.2.6 Respect

We are connected to the outside world with the blending of vultures. Be proud of our differences, every human being has a valuable addition that the company reviewed and valued to.

Values are critical for the company. They are a dialect that everybody talks, they are constant heading, even in extreme circumstances. They support employee’s inclination in the Group: placing importance into what they do and put them in a place where they can surpass (Accor Hotels Group 2017).

2.3 Leadership approaches

2.3.1 Transformational Leadership (TLS)

TLS is a process of a leader in increasing the levels of motivation and commitment among followers. The importance is on producing a vision for the organisation and the ability of leader to engage with higher goals and dedication or trust of followers (Mullins 2016). AccorHotels articulate a clear and engaging vision with explanation on how the vision can be achieved with act of confident and optimistic to lead as an example.

2.3.2 Functional approach

Functional approach is the focus on functions of leadership of how the leader’s behaviour affects the group of followers. This approach believes that leaders are not born but made: everyone is the leader regardless what job they do. A leader can be formed by seeking people with leadership potential and increase the accessibility of career development.

AccorHotels has guided their leadership approach by encouraging every individual in attempt to innovate and acts as an entrepreneur with creativity that bring different to their business. Employees are empowered and encouraged to seek delegation and take responsibility. They encourage talents to be proactive in transforming the group by introducing Yammer for communication as an entire organisation (Accor Hotels Group 2017).

This creates a view to increase business competitiveness with the use of effective human resources resulting in attention on how AccorHotels has strengthen and transform organisation. boosting operational efficiency and sustainable growth.

(Partiar & Wang 2016)

– More innovative and direct their energy toward the benefit of the organisation leading to a committed workforce which promotes continuous improvements.

– Improve performance at all levels of an organisation

– Lack of employee commitment (low wages, unsocial working hours, low job satisfaction and limited career advancement opportunities)

– program to encourage and secure employees’ retention (training & development)

– ensuring that HR and executive leadership are working towards the same goals.

3.0 HRM Policies

3.1 Workplace diversity & Inclusion

Diversity in workplace is a vital and fundamental trait of individual differences. Individual differences support a company when it comes to innovation (Soilen & Tontini 2013, p.159). Diversity means accepting, welcoming and valuing the differences inherent in every individual and recognizing the contribution that a diverse workforce can make to organisational effectiveness and performance. This draws their varying backgrounds and valuing them by promoting equality in the workplace and prevent discrimination. Acknowledging differences and adapting work practices to create an inclusive environment in which individual diverse skills, perspectives and background are valued.

AccorHotels is committed to gender equality by involving women into the workforce which shows best in this policy. The latest figure in UK has shown that the pay gap of men in management positions are more likely earn more than female (Musaddique 2017). The HeforShe initiative undertaken is a solidarity movement of equal opportunities in 2015 to achieve gender parity in management and equal pay by promoting women’s empowerment. This creates the secureness of talented women to senior leadership roles which striving our goal of having 50 percent female GMs in Australia. Builds on traditional principles of equal employment opportunity (EEO).

Managing diversity generally come without any measureable goals and objectives but it could develop performance indicators to measure progress towards a defined goal or mission. Harnessing these differences will create a productive environment in which everybody feels valued, where their talents are being fully utilised and in which organisational goals are met. One of the main commitments is to grow the ratio of women GMs from 27% today to 35% by end-2017.

Improving interpersonal and intergroup communication and relationship in the workplace

Managing diversity emphasises that the people doing the work of an organisation are an important part of creating competitive advantage.

Individual attitudes are difficult for the individual and leaders to manage and change, HRM policies can foster employee attitudes through recognising their personality characteristics and which also addressing to the issues of retention, integration and career development. Indeed, it reduces labour turnover and absenteeism, improve productivity and commitment through the leadership approaches. Management built on a set of values which recognise that the differences between people are a potential strength for an organisation.

Over 16% of the Group’s workforce are women, 35% managers are women, and 41% of the members of the Board of Directors are women.

Strategic Leaders Development Program (SLDP) and Women at AccorHotels Generation (WAAG) programme in 2016.

3.2 Compensation policy

At AccorHotels, compensation given include both monetary and non-monetary components showing that employees are valuable. Goal is to acknowledge employees’ skills and performance & respecting the principles of fairness and non-discrimination. People expects something in return; compensation policy is the employer’s behaviour for an employee’s work.

With this, the company is able to attract top talent as job candidates which technically improve the competitiveness and productivity of the business. This is because job satisfaction and leadership approaches has achieved by the strength of motivation through compensation. They take individual values as collection drives where change, teamwork and innovation are organized.

However, the process of motivation is common to all but the content of motivation is unique to the individual. Many employees think money as a motivator to help their company succeed. Indeed, AccorHotels offers each of them a variety of benefits aimed to recognise every individual who contributes to the Group’s success and prestige. In this case, AccorHotels ensure that a psychological contract is created between both parties through job satisfactions compound of fair and equitable compensation. For example, AccorHotels updates their job sites regularly by showing general guarantee of compensation to reduce the employee intention to leave. The brands are the family’s different personalities; they may have their own way of doing things but they all embody the same values when they serve our customers – who, more and more often, are choosing more than one of our brands for different occasions, moods or circumstances. They work towards a similar goal which aimed to develop a good performance culture in the organisation.

Retaining employees is essential for a successful business development by reducing costs in training and aids in maintaining a knowledgeable workforce with high efficiency. Benefits such as health insurance and retirement packages that might increase the employee’s well-being are what they desired from. AccorHotels has shown a clear statement that wellness is covered which create a better chance of retaining workers in the workforce. Other than that, individual needs are vary, where AccorHotels has offers a range of benefits aimed at improving quality of life and optimizing the working conditions. Thus, ensuring them to maintain a healthy work-life balance which increase the organisational commitment.

Conclusion

– Has implications for creativity, problem solving, retaining good employees and developing markets for the firm’s products and services.

– Objectives: to sustain awareness of diversity, demonstrate commitment to diversity and maintain a safe and secure work environment.

– AccorHotels believes that talents are in individual, however, it is a current competitive situation in the business which makes us difficult to acquire and retain the top talents.