Research Articles Base: Recruitment Case Study

An Investigation on Recruitment and Retention Policies that Affect the Profitability of an Organization: A Case Study on Leicester Marriott Hotel

An Investigation on Recruitment and Retention Policies that Affect the Profitability of an Organization:  A Case Study on Leicester Marriott Hotel Leicester Marriott Hotel is situated in the magnificent city of Leicester in United Kingdom.  It is a 5-storey hotel and has modern facilities, with 227 rooms.  It has been built for fourteen years.  It has already acquired total assets of more than 22 million euro in the Leicester City.  This 22 million euro hotel has been completely built in May 2006.  In that year, Marriot Group took over the operations of the entire hotel.  Eventually, Leicester Promotions began to merge to Marriot Group in March 2005.  During this early period of emergence, high ranked employees together with the promotion’s team had a meeting with the hotel’s senior management and marketing teams to discuss further the joint efforts, assistance and guidance of each other for the favorable and successful positioning of the hotel in its location.  Moreover, the Leicester Shire Promotions has been very helpful in promoting the tourism industry aspect of the hotel as well as its place.  (http://mediafiles.thedms.co.uk/Publication/LM/cms/pdf/CASE%20STUDY%20Leicester%20Marriott.pdf)    More than that, recruitment and retention policies are very important aspect in the growth and profitability of any hotel organization.  And, to be able to recruit more hotel guests as well as to retain the patronage of the existing clients and guests; it is  more effective to focus on lean thinking in order to determine and be focused on the right strategic tools needed to improve the existing service and hotel facilities for the satisfaction of the  clients and guests. Whatever strategic plan it is, it must be aligned with the goals and objectives of the organization and that is to    have recruitment and retention policies that would increase the income of the hotel business.  Remember, the success of one hotel largely depends on the kind of service and facilities that the entire hotel staff and employees provide for the hotel guests.  And, if the guests are truly satisfied with the facilities and services, there is an assurance that the clients and guests will be kept coming back in the hotel.  This is the reason that Marriott Operations Manager Heidi Lyman attended the Center’s Lean Experience seminar.  This is a five-day session that provides advanced transformation of ideas for the further growth and development of the hotel industry.  This program helps for the successful operations of the Leicester Marriott Hotel ; in fact, within a year, the hotel’s service score increases from 10 points  up to 87 points.  This improved service score from the guests is a very remarkable sign that the hotel is doing lean principles in manufacturing as well as surpassed the expectations of the clients and guests when it comes to providing excellent service to them.  And, Ms. Lyman being the Operations Manager of the hotel taught the lean thinking that she has learned from the program to her hotel staff such as having daily interaction with the guests is a very effective way of knowing what is the other needs and wants of the hotel guests. (http://mediafiles.thedms.co.uk/Publication/LM/cms/pdf/CASE%20STUDY%20Leicester%20Marriott.pdf) Correspondingly, this is the proper way also to know if they are satisfied to the service rendered by the hotel staff.  All these things will be worked out perfectly if the employees are well knowledgeable about the demands and needs of the hotel guests.  In addition, it is also significant that all employees in the hotel are always on the go and full of vigor to be able to “infect” that enthusiasm to the hotel guests.  Furthermore, the second lean concept is  all about the connections of the hotel employees and the guests.  The management should always think and understand the needs of his or her employees in order to provide effective service to the clients and to be able to perform their tasks efficiently.  Relatively, spending more time with her subordinates makes Ms.  Lyman realized that designing together for the key responsibilities and functions of the employees keep them more focused on their job and they are more able to provide great service value to the hotel guests.  The last but not the least concept  is;  the hotel designed a responsive system that enables  the hotel manager to listen and be sensitive enough  to the needs of her  subordinates.  According to Ms. Lyman, any hotel manager should treat their employees as their customers or clients.  Doing this, will make the employees feel their great importance in the organization.  They come to realize that their value as an employee is the primary asset of the hotel and most especially to their customers.  In the same fashion, helping out the employees to make the job done quickly is a primary important in any hotel business. Backing up employees with proper coaching and support system is very vital in order them to provide effective and continuous excellent service to each hotel guests.      (http://www.nextplc.co.uk/nextplc/newsevents/rns/rnsitem?id=4175050)     References: (http://mediafiles.thedms.co.uk/Publication/LM/cms/pdf/CASE%20STUDY%20Leicester%20Marriott.pdf) (http://mediafiles.thedms.co.uk/Publication/LM/cms/pdf/CASE%20STUDY%20Leicester%20Marriott.pdf)  (http://www.nextplc.co.uk/nextplc/newsevents/rns/rnsitem?id=4175050)             Credit:ivythesis.typepad.com

An Investigation on Recruitment and Retention Policies that Affect the Profitability of an Organization: A Case Study on Leicester Marriott Hotel

An Investigation on Recruitment and Retention Policies that Affect the Profitability of an Organization: A Case Study on Leicester Marri...

How can replacement hires become successful with limited compensations and benefits?

Kalleberg (2000) explains that nonstandard employment relations such as part-time work, temporary help agency and contract company employment, short-term and contingent work, and independent contracting–have become increasingly prominent ways of organizing work in recent years. The public’s understanding of these nonstandard work arrangements has been hampered by inconsistent definitions, often-inadequate measures, and the paucity of comparative research. Replacement hiring or hiring temporary workers is one of the most difficult jobs that a hiring team would face. It is difficult in a sense that hiring temporary workers may affect the mobility of permanent workers, as is cited by Kalleberg (2000) from Barnett & Miner’s (1992) analysis of career interdependence between care and temporary workers in a large US utility company. Another factor is that temporary workers earn, on average, lower wages than regular workers. In addition, temporaries usually receive fewer fringe benefits than do regular workers (Gannon 1974, Segal & Sullivan 1997a, Kalleberg et al 2000). Temporary workers’ fringe benefits are very limited, even in occupations where they may earn more than regular workers such as engineers and technicians (Carey & Hazelbaker 1986).  The problem is how can replacement hires become successful with limited compensations and benefits? That is the question that this paper helps to find out.   In Hofler and Murphy’s (1992) study “Underpaid and Overworked: Measuring the Effect of Imperfect Information on Wages,” they concluded that underpayment varies across demographic groups in the predicted direction; education and underpayment are inversely related; underpayment falls as search costs fall; greater wealth leads to less underpayment; and underpayment shrinks as tenure on the job lengthens. Unemployment benefits are shown not to alter underpayment to any great degree. The paper’s result basically has two-folds: First, Hofler and Murphy (1992) apply a relatively new econometric technique to an area of labor theory that has lacked empirical testing. The results generally confirm the predictions search theory makes regarding the shortfall between observed wages and potential wages. Second, the paper gives us, at 10 percent of GNP, a believable estimate of the cost of imperfect information in the labor market. As what the reality depicts, Kalleberg (2000) states that employers have been motivated by cost-containment to use part-timers, since typically they cost less in wages and particularly in fringe benefits. This contradicts to what Hofler and Murphy (1992) explains. They state that “the search theory of unemployment predicts that workers, upon finding employment, are paid a wage below the maximum wage that could be earned in the labor market by a worker with a comparable set of skills. This “underpayment” occurs because information about jobs is costly to come by, because searchers possess positive discount rates, and because searchers have time horizons of finite length. As a result, workers terminate the search process prior to discovering the highest paying job available.”   The contradiction between the demand and supply for temporary workers has been greatly stressed. The best possible solution would be acquiring the help of temporary help agencies. Kalleberg (2000) states that temporary help agencies employ workers and send them out to customers to work on an hourly basis at the client’s premises and direction. This would provide convenience for the company when it comes to hiring or searching for the temporary workers because these agencies recruit and screen employees, sometimes provide training, and are responsible for hiring and firing, issuing paychecks, withholding payroll taxes, and making required employer contributions to unemployment insurance and Social Security (Carey & Hazelbaker 1986). In addition, Kalleberg (2000) cited that organizations use temporary help agencies to lower recruitment and screening costs, by hiring employees who perform well: Houseman (1997) found that 21% of the establishments in her sample said this was a reason for their use of temporary help agencies. Organizations may also be able to reduce training costs through the use of temporary help agency workers, as is suggested by Krueger (1993). On the other hand, Hofler and Murphy(1992) suggests that perfect information on the wages that the temporary workers would receive should be announced to avoid hassle in the recruitment process. Applicants who change their minds in the middle of the employment process would result in useless efforts.   References Hofler, Richard A. and Murphy, Kevin J. (1992). Underpaid and Overworked: Measuring the Effect of Imperfect Information on Wages. Economic Inquiry. Volume: XXX. Issue: 3.   Kalleberg, Anne L. (2000). NONSTANDARD EMPLOYMENT RELATIONS: Part-time, Temporary and Contract Work. Annual Review of Sociology. COPYRIGHT 2000 Annual Reviews, Inc.; COPYRIGHT 2002 Gale Group   Kalleberg AL, Reskin BF and Hudson K. (2000). Bad jobs in America: standard and nonstandard employment relations and job quality in the United States. Am. Sociol. Rev. 65(2): In press, COPYRIGHT 2002 Gale Group   Barnett WP. and Miner AS. (1992). Standing on the shoulders of others: career interdependence in job mobility. Admin. Sci. Q. 37 (2):262-81. COPYRIGHT 2000 Annual Reviews, Inc.; COPYRIGHT 2002 Gale Group   Gannon MJ. (1974).  A profile of the temporary help industry and its workers. Monthly Labor Rev. 97(5):44—49. COPYRIGHT 2000 Annual Reviews, Inc.; COPYRIGHT 2002 Gale Group   Segal LM. and Sullivan DG. (1997a). The growth of temporary services work J. Econ. Perspect. ll(2):117-36, COPYRIGHT 2000 Annual Reviews, Inc.; COPYRIGHT 2002 Gale Group   Carey ML and Hazelbaker KL. (1986). Employment growth in the temporary help industry. Monthly Labor Rev. COPYRIGHT 2000 Annual Reviews, Inc.; COPYRIGHT 2002 Gale Group   Houseman SN. (1997). Temporary, part-time, and contract employment in the United States: new evidence from an employer survey. Manuscript, WE Upjohn Inst. Employ. Res., Kalamazoo, MI   Krueger AB. (1993). How computers have changed the wage structure:  evidence from microdata. Q. J. Econ, COPYRIGHT 2002 Gale Group Credit:ivythesis.typepad.com

How can replacement hires become successful with limited compensations and benefits?

Kalleberg (2000) explains that nonstandard employment relations such as part-time work, temporary help agency and contract com...