Analysis of Issues of Huntsman Hotels Plc - Management Paper Example

There is no formalized wage structure for all the employees that work for Huntsman Hotels plc. All the raises made to employees are made on an ad-hoc basis and in a manner that is non-uniform. The imminent risk with this arrangement is that disgruntlement is bound to arise among employees. Some employees are bound to feel left out or belittled, more so when they discover they are getting less pay vis-a-vis a number of counterparts that have a similar job description as theirs (Cooke and Bartram, 2015).

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Turnover is another challenge that Giuseppe Salieri and the rest of the Huntsmans Hotels leadership has been facing. The managing director is known to be a man who takes swift action whenever he believes there to be any laziness or underperformance; the problem is that there are a number of times that he is the wrong subject to misunderstandings and bad interpersonal relationships between the management and the organization. It is also worth mentioning that 70 percent of the employees in the acquired organizations left their jobs due to ill treatment of workers. This is detrimental because it will be very expensive, in terms of time and money, to find new staff and train them (Jackson, Schuler and Jiang, 2014).

Theory of HRM Applies to Huntsman Hotels plcThe main problem that makes Huntsman hotel less desirable to work in is bad leadership from the management which does not appreciate that employees are human beings first before they are workers. If the management of Huntsman Hotels plc would be considerate to employees, then there would be more success in the organization because employees would be more willing to work. To turn things around, Giuseppe Salieri and his management can come up with a number of strategies that would make employees more productive and company aims and goals.

For a start, the Huntsman group of hotels should strike a balance when it comes to matters revolving around remuneration. A formalized wage structure would bring an end to any manner of disgruntlement that exists within employees. Making raises on an ad-hoc basis is very random and depicts indifference in the welfare of employees. All the same, this process may be a bit expensive to the management as it would involve evening out all the salaries of the workers (Alfes, Shantz, Truss and Soane, 2013).

It is also worth mentioning that no employee working for Huntsman Hotels plc should feel like he or she is working in a sweatshop. For this reason, the management should see to it that the employees have a healthy work life balance at their disposition. When employees work for long hours and are not rewarded accordingly for overtime problems may ensue in that motivation may dip and productivity may be jeopardized (Budhwar and Debrah, 2013).

Good communication is a great way of motivating employees, and Giuseppe Salieri should follow suit. At the moment he is nothing more than a face on a newsletter and a name on an email. With such a disposition the employees find it very hard to meet the goals of the company. In addition to that, good communication methods will see to it that everyone in the firm will be able to make suggestions on how to better production. Communication will also help the management to affect warnings to any one employee that may be slacking in performance (Storey, 2014).

Creating opportunities for growth through methods like job rotation and promotion from within helps motivate employees. For instance, in the case of the Huntsman Hotels plc, Giuseppe Salieri ought to make employees be a part of the management. Reserving managerial positions to family members only subliminally sends a negative message to employees; that they can be nothing more than subordinates. Such makes everyone within an organization get discouraged; a lack of motivation ensues, and the level of productivity goes on a downward spiral.

With respect to Human Resource Management theory, the issues that face the management of Gusieppe Salieris hotels include low productivity due to unmotivated employees, lack of the right employee recruitment channels, high turnover or the failure to retain employees, discrimination and a lack of diversity in the management, lack of discipline on the part of the management, and the inconsideration of employee payroll needs.

Recommendations

Proper management of the Huntsman Hotels plc will have to involve the realization that human capital is the most important factor of production. Such a realization does not overlook the other factors of production such as capital and technology. Giuseppe Salieri ought to be aware of the fact that the human aspect of production is the most intelligent one and should be treated with respect for best results. The Huntsman Hotels plc ought to have a nonbiased Human Resource Management department that should be in charge of hiring or firing individuals purposed to work for the hotel. Another key management factor that will help better the performance of employees and the hotels at large is the disregarding of ranks and the introduction of knowledge management. When matters of ranks are disregarded, the management will be able to realize information sharing and proper knowledge management at large effectively. The issue of culture has also been disregarded subject to the acquisitions of the Huntsman Hotels plc in France. British managers cannot function 100% within a French setting if they have no knowledge of the language. Perhaps all the British managers Giuseppe has under his payroll should have French personal assistants to translate for them and educate them about the French culture. That considered, the company will at least rise from its present failures (Storey, 2014).

ConclusionHuman Resource Management is an important aspect in running any established firm. For this reason the management of the huntsman hotels should see to it that an effective HR department is put in place to better the conditions of employees. When employed appropriately it becomes very useful in directing management and employees. There is needs to be a redefinition on hours Giuseppe Salieri directs his employees, and it is only through this that he will be able to realize true success.

References

Alfes, K., Shantz, A.D., Truss, C. and Soane, E.C., 2013. The link between perceived human resource management practices, engagement and employee behaviour: a moderated mediation model. The international journal of human resource management, 24(2), pp.330-351.

Budhwar, P.S. and Debrah, Y.A. eds., 2013. Human resource management in developing countries. Routledge.

Cooke, F.L. and Bartram, T., 2015. Guest Editors Introduction: Human Resource Management in Health Care and Elderly Care: Current Challenges and Toward a Research Agenda. Human Resource Management, 54(5), pp.711-735.

Fee, M.C., 2014. Human resources management.

Jackson, S.E., Schuler, R.S. and Jiang, K., 2014. An aspirational framework for strategic human resource management. The Academy of Management Annals, 8(1), pp.1-56.

Purce, J., 2014. The impact of corporate strategy on human resource management. New Perspectives on Human Resource Management (Routledge Revivals), 67.

Renwick, D.W., Redman, T. and Maguire, S., 2013. Green human resource management: A review and research agenda. International Journal of Management Reviews, 15(1), pp.1-14.

Storey, J., 2014. New Perspectives on Human Resource Management (Routledge Revivals). Routledge.