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human resources case study

时间:2015-07-28 10:52来源:www.ukthesis.org 作者:英国论文网 点击联系客服: 客服:Damien
本案例研究涉及的大型油轮内的人力资源问题,该公司运营着一个大型游轮,停靠在布里斯班港调。该公司拥有150名员工,他们都住在船上。核心员工包括船长和那些掌握船舶管理的人。这45名员工在住在客舱并与乘客们打交道。
   
其余人员在雇用合同基础上,由前线客户服务人员(有一到五年合同的,主要负责零售、安全保障、客人活动等)与后台员工(一次工作四到十个月,负责内务管理、清洁和一般的劳动)组成。前线员工住的客舱几乎不会接触乘客,而后勤员工则每四个人睡一个客舱。
   
毋庸置疑,前线的员工和后台的员工都很不满。前线员工觉得这是一个负担很重的工作,更何况这是重复和枯燥的工作。后台人员则抱怨更大:他们负责全部脏活累活,还没有小费拿。
还有更多的问题是,船舶本身有点旧,并且不能与较新的船型展开竞争。
   
This case study concerns human resources issues with Big Wave Cruises, a company that operates a large cruise ship, with Brisbane Harbor its port of call. The company employs 150 staff, all of whom live on board. The core employee base includes the captain and those who handle the ship's management. These 45 employees reside in state rooms and socialize with the passengers.
 
The remaining staff is hired on a contractual basis and consists of the front-line customer service staff (with contracts for one-to-five years, with responsibility for retail, security and guest activities and the back-of-the-house staff (which works four to ten months at a time, are responsible for housekeeping, cleaning and general labor). The front-line staff share cabins and have little contact with passengers, while the back-house staff sleeps four to a cabin.
 
Perhaps unsurprisingly, the front-line and back-of-the house staff are disgruntled. Front-line staff feel it has an excessive work load, not to mention jobs that are repetitive and boring. Back-of-house staff has more to complain about - it is responsible for all the dirty work, yet must subside on mainly tips.
 
Adding more problems is that the ship itself is old, and can't compete with the newer models. Big Wave, however, is hoping to attract and retain high-quality staff to help improve the company's share through superior customer service. This is a tough job, given employee morale. But the new HR director has made things worse. Because of the HR manager's changes, morale on the staff has plummeted, with turnover at an all-time high. Even worse, the Australian Service Union has been brought in to challenge any disciplinary action taken under Bit Wave's new performance management system.

问题--Issues
 
New recruitment and selection process. The HR manager has opted to change the maximum length of each contract to 12 months, and to outsource recruitment to a global cruise ship employment agency. This, in and of itself, is not a bad thing. The employment agency can screen prospective employees. Plus there is a cost savings when it comes to recruitment and hiring. It also means that Big Wave isn't required to hang on to employees that may not be doing well.
 
Training program. The training program, however, is where things start to fall apart. The new training program isn't much training at all - rather, a two-week shadow-and-mentor program for off-duty staff. In other words, when the staff finishes 10-12-hour shifts from already grueling jobs, they have to devote another four hours a day to either mentor or work with others to learn new duties. Furthermore, back-of-house staff doesn't get an opportunity to learn other duties to perhaps qualify for front-house jobs. A mentoring program is fine in this regard. What is not fine is requiring workers, who already have jobs they don't much like, to have to put in more time to train for jobs that don't provide any advancement.
 
Pay-for-performance structure. The pay structure is in the hands of the customers. Customers are provided with a feedback form on which they are supposed to rate each department's service, attitude, quality and so on. The results are analyzed and published at the end of each cruise, with the $5 per day gratuity divided among departments, based on survey results. Members with a positive rating qualify for a bonus. Those given a negative rating are warned, and required to attend additional training. A department falling below standards will be audited, with each staff member recommended for training and/or termination.
 
There is no wonder employee morale has plummeted. In the interest of improved customer service, the HR manager is ensuring that the "lesser employees" are the ones who must pay. While rewarding positive behavior is good motivation, warning negative behavior, with no guidance how to improve it, is sure to cause resentment. Additionally, the fact that tips are divided among departments, whether or not they did most of the work, is probably causing a great deal of resentment as well.
 
文献综述--Literature Review
 
There is work in any hospitality organization that is so-called "scut work," which includes the housekeeping and maintenance jobs. But any job can be considered a "scut" job if the employees aren't recognized for contributions. Even management can be disgruntled if it doesn't feel the big boss is happy with the contributions.
 
Much of the literature focuses on employee participation when it comes to any kind of change, or even maintenance of the status quo. Companies that keep their employees recognize that the best ideas and suggestions can come from the field (Lang 42).(责任编辑:BUG)


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