...•-V-? __ H U MAN RESOURCE GLOBAL EDITION THIRTEENTH EDITION MANAGEMENT GARY DESSLER FLORIDA INTERNATIONAL UNIVERSITY PEARSON Boston Columbus Indianapolis Dubai New York London Sydney San Francisco Madrid Hong Kong Milan Seoul Upper Saddle River Munich Paris Montreal Taipei Toronto Amsterdam Delhi Cape Town Mexico City Sao Paulo Singapore Tokyo G O N T E N TS Preface 23 Acknowledgments PART ONE 1 INTRODUCTION 27 28 28 30 Introduction to Human Resource Management What Is Human Resource Management? 30 Why Is Human Resource Management Important to All Managers? Line and Staff Aspects of Human Resource Management 32 Line Managers' Human Resource Duties 33 Human Resource Manager's Duties 33 New Approaches to Organizing HR 35 Cooperative Line and Staff HR Management: An Example Globalization and Competition Trends 37 Indebtedness ("Leverage") and Deregulation Technological Trends 38 Trends in the Nature of Work 39 35 WHAT IS HUMAN RESOURCE MANAGEMENT AND WHY IS IT IMPORTANT? 31 THE TRENDS SHAPING HUMAN RESOURCE MANAGEMENT 38 36 • HR AS A PROFIT CENTER: Boosting Customer Service Workforce and Demographic Trends 40 Economic Challenges and Trends 42 40 THE NEW HUMAN RESOURCE MANAGERS 43 Human Resource Management Yesterday and Today 43 They Focus More on Strategic, Big Picture Issues 43 • THE STRATEGIC CONTEXT: Building LL.Bean 43 44 They Use New Ways to Provide Transactional Services They Take an Integrated...
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...•-V-? __ H U MAN RESOURCE GLOBAL EDITION THIRTEENTH EDITION MANAGEMENT GARY DESSLER FLORIDA INTERNATIONAL UNIVERSITY PEARSON Boston Columbus Indianapolis Dubai New York London Sydney San Francisco Madrid Hong Kong Milan Seoul Upper Saddle River Munich Paris Montreal Taipei Toronto Amsterdam Delhi Cape Town Mexico City Sao Paulo Singapore Tokyo G O N T E N TS Preface 23 Acknowledgments PART ONE 1 INTRODUCTION 27 28 28 30 Introduction to Human Resource Management What Is Human Resource Management? 30 Why Is Human Resource Management Important to All Managers? Line and Staff Aspects of Human Resource Management 32 Line Managers' Human Resource Duties 33 Human Resource Manager's Duties 33 New Approaches to Organizing HR 35 Cooperative Line and Staff HR Management: An Example Globalization and Competition Trends 37 Indebtedness ("Leverage") and Deregulation Technological Trends 38 Trends in the Nature of Work 39 35 WHAT IS HUMAN RESOURCE MANAGEMENT AND WHY IS IT IMPORTANT? 31 THE TRENDS SHAPING HUMAN RESOURCE MANAGEMENT 38 36 • HR AS A PROFIT CENTER: Boosting Customer Service Workforce and Demographic Trends 40 Economic Challenges and Trends 42 40 THE NEW HUMAN RESOURCE MANAGERS 43 Human Resource Management Yesterday and Today 43 They Focus More on Strategic, Big Picture Issues 43 • THE STRATEGIC CONTEXT: Building LL.Bean 43 44 They Use New Ways to Provide Transactional Services They Take an Integrated...
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...HUMAN RESOURCE EFH LT MANAGEMENT ™ EDITION Gary Dessler Florida International University .I r e i l t l C e J r l 3 . l l Boston Columbus Indianapolis Dubai New York London Sydney San Francisco Madrid Milan Seoul Upper Saddle River Munich Paris Montreal Taipei Toronto Amsterdam Delhi Cape Town Mexico City Sao Paulo Hong Kong Singapore Tokyo Contents Preface xxiii Acknowledgments xxvii Introduction to Human Resource Management 2 WHAT IS HUMAN RESOURCE MANAGEMENT AND WHY IS IT IMPORTANT? What Is Human Resource Management? 4 Why Is Human Resource Management Important to All Managers? 5 Line and Staff Aspects of Human Resource Management 6 Line Managers' Human Resource Duties 6 Human Resource Manager's Duties 7 New Approaches to Organizing HR 9 Cooperative Line and Staff HR Management: An Example 9 Moving from Line Manager to HR Manager 10 THE TRENDS SHAPING HUMAN RESOURCE MANAGEMENT 10 Globalization and Competition Trends 11 Indebtedness ("Leverage") and Deregulation 12 Technological Trends 12 Trends in the Nature of Work 13 Workforce and Demographic Trends 14 Economic Challenges and Trends 15 IMPORTANT TRENDS IN HUMAN RESOURCE MANAGEMENT 16 The New Human Resource Managers 16 Strategic Human Resource Management 18 High-Performance Work Systems 19 Evidence-Based Human Resource Management 19 19 • EVIDENCE-BASED HR: Why Should You Be Evidence-Based? Managing Ethics 20 HR Certification 20 THE PLAN OF THIS BOOK 21 The Basic Themes...
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...training is lacking . on the job training costs little and may be taking place on a informal and therefore unmeasured , basis . Additionally such thing as employee tenure may be having an effect on training cost , if hotel paris employees have been there for many year , they may require less training than the employees of a hotel which has high turnover . Lisa needs to analyze the need for training more thoroughly Q Ans . Working as a housekeeper at a hotel is not as easy as it seems. One has so much to learn and to get right from the start in order that guests entering their room in the evening do not feel that the room has been used before, but instead feel that they are the first to enter the room and sleep on their bed sheets. Housekeeping is involved in using many different products and equipment and the work can be physically demanding. Staff can be involved with customers who have not left their room for the day, customers checking in early or late, guests on stay over who have come back to their room early so they can have a lie down. Translating Strategy into HR Policies & Practices Case The Hotel Paris CaseThe New Training Program The Hotel Paris’s competitive strategy is “To use superior guest service to differentiate the Hotel Paris properties, and to thereby increase the length of stay and return rate of guests, and thus boost revenues and profitability.” HR manager Lisa Cruz must now formulate functional policies and activities that support this...
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...Case Study Professor K Seung Joon Choi 32122606 Won Seuk Cho 32122603 Minh Nguyen 32145346 Yong Beom Park 32122594 4-29 Based on the Hotel Paris's competitive strategy "to use superior guest service to differentiate the Hotel Paris properties, I suggest these employee behaviors important for the Hotel Paris's staff to exhibit. 1. Employees show positive energy and be friendly with guests all the time, always look and talk to guests with a smile. Welcome guests with warm greetings, and end conversation with 'thank you'. 2. Employees remain calm and be supportive to guests regardless of situation. Know the standard of behaviors for various situations. Example: when guests are not happy, when guests have problems, etc. 3. Employees are ready to help/back up one another if needed, ready to collaborate to deliver superior value to guests. 4. Employees know how to deal with the unexpected, be aware of when, where, and who to call for help depending on the situation. For example: Know how to provide first-aid, call ambulance, how to evacuate people in case of fire, etc. 5. Employees are knowledgeable, know general information about the city, be able to suggest tourist information, where to eat, shop, as well as leisure activities and events going on in the city. Employees are encouraged to know a second/third language. 6. Employees know how to go beyond what is asked in a gentle and proper way to make memorable stay for guests. Example: Provide flower bouquet for wedding couples, small...
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...was intending to have everyone leave happy and want to come return. However, I believe that the system that worked in the U.S. may not have been received well with their European counterparts. It is a widely known stigma that Europeans are not the nicest population in the world. With that, I believe that Disney had a more difficult changing their innate apprehension to buying into the Disney way of doing things. Going along with that, without the proper managers that can sell that ideal to the new employees of Euro Disney, it posed a problem with the delivery of such a service standard. It is noted in the case that over 70% of the employees were French citizens. Although they were being paid a better then minimum wage to work there, you can’t ignore that they could have carried over some of their initial attitude towards the first guests to Euro Disney. The case did note that there were over 200 managers that were brought in from abroad to try to ensure that guests...
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...Case Discussion Questions 1-)What assumptions did Disney make about the tastes and preferences of French consumers? Which of these assumptions were correct? Which were not? Assumptions which are correct or not correct: * Disney thought that Monday would be a light day for visitors and Friday a heavy one. * One Disney executive thought that Europeans don’t take breakfast. * Disney thought that the Europeans want the typical French breakfast of croissants and coffee. * Disney reduces the prices of the hotel room and day tickets. * Disney opens own restaurants with providing French-style food service. * Euro-Disney changed its name. Assumptions which are correct: * When Disney cut the prices for day tickets and hotel rooms by one-third. The result was an attendance of 11.7 million in 1996, up from a low of 8.8 million in 1994. * Euro-Disney changed its strategy and the company changed the name to Disneyland Paris in an attempt to strengthen the park’s identity. Assumptions which are not correct: * They thought that Monday would be a light day for visitors and Friday a heavy one, but reality was reverse. * One Disney executive thought that Europeans don’t take breakfast, but everybody showed up for breakfast and the lines were horrendous. * Disney thought that the Europeans want the typical French breakfast of croissants and coffee, but instead they want bacon and eggs. * They open own restaurants with providing...
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...B- The Hotel Paris Case chapter 8 Question 1: Based on what you read in this chapter, what do you suggest Lisa and her team do first with respect to training? Why? Lisa should review employee performance evaluation forms to determine whether and where there are shortfalls. As well, they can review the customer feedbacks, because they can indicate whether training is needed for a particular position or trait. Question 2: Have Lisa and the CFO sufficiently investigated whether training is really called for? Why? What would you suggest? No, they did not. Although, large differences exist in such measures, it does not mean training is lacking. On-the-job training costs little and may be taking place on an informal basis, thus unmeasured. Additionally, such things as employee occupancy may be having an effect on training costs – employees who have been working in Hotel Paris for many years now may require less training than employees of a different hotel with a high turnover. Therefore, Lisa needs to analyze the need of training more thoroughly. Question 3: Based on what you have read in this chapter and what you may access via the Web, develop a detailed training program for one of these hotel positions: security guards, housekeeper, or valet/door person. Working as a housekeeper at a hotel is not as easy as it seems. One has so much to learn and to get right from the start in order that guests entering their room in the evening do not feel that the room has been used before...
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...The Walt Disney Company is the world’s largest amusement park operator. It was founded on October 16, 1923, by Walt and Roy Disney as the Disney Brothers Cartoon Studio, Taking on its current name Disney in 1986. Chapter 1: Case – Disney Theme Park Contents I. Case Background 1 II. Statement of the Problem 3 III. Alternatives 3 IV. Recommended Solution 3 V. Answers to the case questions 4 Question No. 1: 4 Question No. 2: 4 Question No. 3: 5 Question No. 4: 5 VI. Leanings 5 I. Case Background The Walt Disney Company is the world’s largest amusement park operator. It was founded on October 16, 1923, by Walt and Roy Disney as the Disney Brothers Cartoon Studio, Taking on its current name Disney in 1986. And Disney has 5 theme parks outside the USA; there are Tokyo Disneyland (1983), Tokyo DisneySea (2001), Disneyland Paris (1992), Hong Kong Disneyland (2005) and Walt Disney Studios (2002). Disney is motivated to set up parks throughout the world to expand its sales of merchandise goods as well as attendance to their theme parks. After lunched Hong Kong Disneyland in 2005, Disney has signed a letter of intent to build another park in Shanghai China in 2008; The Park will attract different potential visitors in Shanghai. Overview Disney Theme Park - Points of Interest (Michael Sandberg's Data Visualization Blog) Getting people excited about their data one visual at a time * Walt Disney had infinite confidence in his new park and unapologetically...
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...CASE 21 The Not-So-Wonderful World of BONJOUR, MICKEY! In April 1992, EuroDisney SCA opened its doors to European visitors. Located by the river Marne some 20 miles east of Paris, it was designed to be the biggest and most lavish theme park that Walt Disney Company (Disney) had built to date—bigger than Disneyland in Anaheim, California; Disneyworld in Orlando, Florida; and Tokyo Disneyland in Japan. Much to Disney management’s surprise, Europeans failed to “go goofy” over Mickey, unlike their Japanese counterparts. Between 1990 and early 1992, some 14 million people had visited Tokyo Disneyland, with three-quarters being repeat visitors. A family of four staying overnight at a nearby hotel would easily spend $600 on a visit to the park. In contrast, at EuroDisney, families were reluctant to spend the $280 a day needed to enjoy the attractions of the park, including les hamburgers and les milkshakes. Staying overnight was out of the question for many because hotel rooms were so high priced. For example, prices ranged from $110 to $380 a night at the Newport Bay Club, the largest of EuroDisney’s six new hotels and one of the biggest in Europe. In comparison, a room in a top hotel in Paris cost between $340 and $380 a night. Financial losses became so massive at EuroDisney that the president had to structure a rescue package to put EuroDisney back on firm financial ground. Many French bankers questioned the initial financing, but the Disney response was that their views reflected...
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...CASE 21 The Not-So-Wonderful World of EuroDisney*—Things Are Better Now at Disneyland Resort Paris BONJOUR, MICKEY! In April 1992, EuroDisney SCA opened its doors to European visitors. Located by the river Marne some 20 miles east of Paris, it was designed to be the biggest and most lavish theme park that Walt Disney Company (Disney) had built to date—bigger than Disneyland in Anaheim, California; Disneyworld in Orlando, Florida; and Tokyo Disneyland in Japan. Much to Disney management’s surprise, Europeans failed to “go goofy” over Mickey, unlike their Japanese counterparts. Between 1990 and early 1992, some 14 million people had visited Tokyo Disneyland, with three-quarters being repeat visitors. A family of four staying overnight at a nearby hotel would easily spend $600 on a visit to the park. In contrast, at EuroDisney, families were reluctant to spend the $280 a day needed to enjoy the attractions of the park, including les hamburgers and les milkshakes. Staying overnight was out of the question for many because hotel rooms were so high priced. For example, prices ranged from $110 to $380 a night at the Newport Bay Club, the largest of EuroDisney’s six new hotels and one of the biggest in Europe. In comparison, a room in a top hotel in Paris cost between $340 and $380 a night. Financial losses became so massive at EuroDisney that the president had to structure a rescue package to put EuroDisney back on firm financial ground. Many French bankers questioned the initial financing...
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...barman at the Ritz Hotel that he has returned to Paris “for four or five days to see my little girl” (1145). Charlie’s previous life style, mistakes and the use of alcohol resulted in him losing guardianship of his daughter Honoria. Charlie was absent from Honoria’s life for 10 months but now feels he is ready to be a father again. Good parenting skills include characteristics such as nurturing, being a good role model, taking an active role in the child’s life, having the ability to set limits and being truthful. Throughout the story, Charlie makes choices and comments that demonstrate he misses his old lifestyle, providing sufficient evidence that he is not fully reformed nor ready to be a parent again. In the opening of the story, Charlie is at the bar of the Ritz Hotel. He does not directly admit that he was an alcoholic but Alix the barman states, “You were going pretty strong a couple of years ago" (1145). Charlie explains to the barman that he has slowed down on his drinking and "I've stuck to it for over a year and a half now" (1145). The obvious dichotomy is that Charlie, a recovering alcoholic is sitting in a bar explaining his new habits to a barman. Recovering alcoholics do not visit bars if they are attempting to stay sober. Charlie needs to be a good role model for Honoria, but he is having trouble leaving his past behind. Reminiscing, Charlie asked Alix, “Remember the night of George Hardt’s bachelor dinner here?” (1145). The question implies that he had...
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...work for fun Yes… It is the amusement industry!!! Madhyamam Daily Backwaters ‘11 brings to you 'Serve-Wise', a marketing event with a focus on service-marketing, which gives you the opportunity to market a large-scale amusement park, Bisneyland in our own country, India. EVENT FORMAT ROUND 1: CASE (REFER APPENDIX) All the teams are required to go through the case and answer the questions given therein. Submissions need to be in power-point format with a maximum of 20 slides (2 slides per case question) ROUND 2: CAMPUS ROUND The top 5 teams, shortlisted after round 1, will be called to IIMK campus during Backwaters 2011 (18th - 20th Nov) and they will be required to present the comprehensive marketing strategy. IMPORTANT DATES Round No. Round 1 Round 2 Submission Deadline Result Date (tentative) 23:59hrs (IST); 02-Nov-11 07-Nov-11 Campus round SUBMISSION GUIDELINES Mail us your entries at servewise@iimklive.com in the below mentioned format. The subject line should be __ Power-point File Name: __Round1(User Name* of any one user) Cover Page: Team name, member details (Name, Institute, Phone No., Registration-id* & Email id) Maximum of 20 slides(2 slides per question) ROUND 1: *User Name to be input by the user while registering for IIM K Backwaters at www.iimkbackwaters.com *Registration Id (any one member) should be the unique code generated during event...
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...internship in the Disneyland Hotel Mr. Ruben Hilberink, who allowed me to use his research on performance quality management while he was in college which inspired me in finding the company problem statement of this paper. While his research focused more in the implementation of performance management in the workplace in general, he advised me that it could be a good subject concerning the hospitality industry, precisely at the level of the reception where the performance can be measured easily. Following his advice and being interested by the subject, I therefore decided to study more precisely this process and how it was implemented, rightly or not, in the Disneyland Hotel. Apart from this person, I would also like to thank my manager Mr. Oliver Drutschmann who hired me as a Team Leader intern and allowed me to work in this environment, involving me in several projects such as the transformation process of the majority our standard rooms in terrace rooms situated in the main floor of our hotel (in order to get a higher average price / room) or empowering me and other team leaders in taking operational decision related to management. I had also the opportunity to work with a wonderful team, always available if needed and I’m grateful to them as my time at the Disneyland Hotel was very positive in terms of personal and professional experience. 3. Table of contents 2. Acknowledgments 4. Development I) Introduction II) Disneyland Paris: the Disneyland Hotel III) The overall quality...
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...CASE 21 The Not-So-Wonderful World of EuroDisney*—Things Are Better Now at Disneyland Resort Paris BONJOUR, MICKEY! In April 1992, EuroDisney SCA opened its doors to European visitors. Located by the river Marne some 20 miles east of Paris, it was designed to be the biggest and most lavish theme park that Walt Disney Company (Disney) had built to date—bigger than Disneyland in Anaheim, California; Disneyworld in Orlando, Florida; and Tokyo Disneyland in Japan. Much to Disney management’s surprise, Europeans failed to “go goofy” over Mickey, unlike their Japanese counterparts. Between 1990 and early 1992, some 14 million people had visited Tokyo Disneyland, with three-quarters being repeat visitors. A family of four staying overnight at a nearby hotel would easily spend $600 on a visit to the park. In contrast, at EuroDisney, families were reluctant to spend the $280 a day needed to enjoy the attractions of the park, including les hamburgers and les milkshakes. Staying overnight was out of the question for many because hotel rooms were so high priced. For example, prices ranged from $110 to $380 a night at the Newport Bay Club, the largest of EuroDisney’s six new hotels and one of the biggest in Europe. In comparison, a room in a top hotel in Paris cost between $340 and $380 a night. Financial losses became so massive at EuroDisney that the president had to structure a rescue package to put EuroDisney back on firm financial ground. Many French bankers questioned ...
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