At the Mercure Opera Garnier, someHR policies are designed by the group AccorHotels and some are directlydesigned by the general manager.
For example, AccorHotels has a very strongpolicy about the equality between men and women. They should have equal pays,equal opportunities regarding promotion or training. Moreover, in every hotel,the number of men and women should be the same. In addition to those policies,the general manager has decided to established news policies regarding therecruitment of persons with disabilities.
The hotel is now working with aspecial center for disable people and has hired 2 people from the center towork within the hotel. HRpolicies are ways of keeping the organization inform about employment standardsand current trend in legislation (Jackson and Seo, 2010). They are implementedto meet the requirement regarding several aspects from diversity and equalityto health and safety and work-life balance. Those policies have to be inaccordance with the working laws and provide a safe workplace for the employees.
Some of them, like diversity, can also enhance the company’s image. Theypromote equity in the way in which employees are treated and also how theorganization fulfills its social responsibilities (Armstrong, 2006). Those HRpolicies are implemented and monitored by the line manager who makes sure thatthey are understood and respected by the staff. 1.
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6 Ensuring that operational policies andpractices are aligned with strategic HR policies At the Mercure Opéra Garnier,training and development are considered very important. The goal of the generalmanager is to reduce turnover and offer opportunities for career developmentwithin the organization. Regarding training, the hotel benefits from proceduresimplemented by AccorHotels. For example, the hotel can send employees to the”AccorHotels Académie” for all sorts of training consistent with the Accorculture regardless of their position, their age or their seniority (Accorhotels,2017). Moreover, AccorHotels has developed the e-learning which permit to theemployees to access a training on their workplace. This system reduces costsfor the company because the employee doesn’t need to be replaced since thetraining is taking place for a few hours during his shift. Training is the process of learningthe skills that you need for a particular job or activity.
Training ismandatory and is funded by a financial contribution according to the size ofthe organization. It helps maintaining and developing skills useful within thecompany, improve the employability. Training permits to learn job moreeffectively, improve work performance and also keep the employee to date withspecialized skills. Thanks to training, employees can execute a greater volumeof work due less mistakes and a better quality. It also improve the manager’sjob because there is less waste of time rectifying errors.
Training anddevelopment can also help reduce turnover with more specialized workforce whichis a recurrent problem in the hospitality industry (Mathis and Jackson, 2008).On the other hand training can be very costly in terms of money and time forcompanies. Moreover the company needs to analyze his return on investmentbecause some employees tend to leave the company for a better job after theyreceived training. 1.5 Evaluating the costs and benefits ofstaff training and developmentAtMercure, objectives are created with the employees according to their skillsand capabilities. The company implemented a reward strategy: if the objectivesare achieved, employees get a bonus on their salaries.
Moreover, managers tryto give responsibilities to their employees so they feel involved in theorganization and work harder to make the company successful. Figure 1: McGregor’s Theory X and Y Individual X Individual Y · Do not take initiatives · Have low ambition · Do not seek responsibilities · Need for an authoritarian management · Take initiatives · Need autonomy · Seek responsibilities · Need for participative management In the hospitalityindustry, the most important resource is the workforce. Therefore the businessperformance is highly linked to the staff and their motivation. The employeesneed to know that they are contributing to the organization to feel included inthe company. It is important that employees enjoy the tasks that they are givenin the company (Harter, Schmidt and Keyes, 2003).
To achieve the goals of theorganization, managers need to understand how each employees would like to berecognized, and the kind of objectives employees wish to have. Indeed,according to the theory of McGregor, the source of motivation can be differentif the employee is X or Y. The individual X doesn’t like to take initiative andis not especially ambitious in his career. On the other hand, the individual Yneeds to have more autonomy and responsibilities. They need to participate andcommunicate ideas to the manager (See Figure 1). Moreover the company needs totake into account the development and self-actualization needs as a tool toincrease motivation leading to effective performance (Lee and Bruvold, 2003). 1.
4 Explaining the links between staffmotivation and business performanceAtthe Mercure, the general manager has a lot of tasks to deal with so he is oftendelegating to his accommodation manager so he can concentrate on the moreimportant tasks. The communication is very organized in the hotel and they usedifferent channels such as a notice board in the back office, small meetingswith a part of the staff or even one on one appointment. Furthermore, thegeneral manager is fair and makes sure to treat every employee equally, tolisten to every opinion before making a decision. He knows how to motivate hisstaff and involve them in projects development.Regardingpersonal qualities, a manager is supposed to attract and mostly retain employees.
A manager needs to be fair, show honesty and integrity (Riaz, 2013). By beinghonest and fair, the manager is going to build a foundation of trust with hisstaff. This goes hand in hand with respect, and a sense of values and ethics.
Moreover, a manager needs to be confident and with a positive attitude. Heneeds to motivate his team and be convincing, he needs to make them believe inhis ideas.Oneof the most important managerial skill is time management which helps reducetime waste by establishing planning so the employees know exactly what to do.
Aneffective time management is linked to prioritizing and also delegating tosubordinates to focus on the important tasks. Therefore lower-level employeesfeel more included when they have decision-making responsibilities. The manageralso needs to have skills in communication.
The key to managerial effectivenessis clear communication (Badawy, 1995). Every employee needs to know what to do,when to do it and how to do it. 1.3 Defining the personal qualities andmanagerial skills that are capable of influencing staff behavior positivelyAtthe Mercure Opéra Garnier, the HR function is endorsed by the general managerof the hotel. Since he has a lot of responsibilities, a part of the HRM isplaced directly in the hands of line managers.
For example, each head ofdepartment deals with their own recruitment and selection process. They conductthe interviews themselves and get the final approval from the general manager.TheHR function can be divided in several parts. The HR department is here toensure staff available to meet organization needs and also to providedevelopmental support such as recruitment, selection, appraisal, training andpromotion. The HR function also consists in dealing with staff problem andsupport, advice line managers when they need it (Nickson, 2006). Line managersare people who are responsible for a work group to a higher level of the hierarchy,and are placed in the lower layers of the management hierarchy, usually at thefirst level (Hutchinson and Purcell, 2003).
He is the main interface betweenthe organization and its workforce. His role is to check the quality of theservice provided by the employees as well as monitoring their performance. Oneof his main function is to implement the HR policies and practices. Linemanagers share the monitoring of human resource work with the HR department.The main purpose of placing responsibilities of HRM in the line is to reducecosts, accelerate the decision-making process and to find an alternative tooutsourcing the HR function (Larsen and Brewster, 2003). 1.1 Identifyingthe respective roles and responsibilities of line managers and the HR functionAt the Mercure Paris Opéra Garnier, we can say that thegeneral manager fulfills the 3 roles of the manager.
He is a natural leader whoknows how to motivate his team. He tries to integrate the staff in the decisionprocess and is also here to listen and solve problem that may arise betweenstaff members. He decided to expand the hotel with the construction of spa andto innovate with the suppression of the reception, which makes him anentrepreneur.Aleader is often seen as charismatic and held in high esteem by his peerswhereas a manager held his authority from the hierarchy and is theorganizational taskmaster (Kotterman, 2006). The role of a leader refers mostlyto the motivation of the workforce: he is here to inspire and encouragecreativity, maintain a healthy group dynamic and an open communication.According to Mintzberg (2009), a manager has 3 roles: interpersonal (leader,figurehead), informational (monitor, spokesman) and decisional (negotiator,entrepreneur). We can therefore say that all managers are leaders but not allleaders are managers.
Thefunction of people management can be divided in 4 parts: planning, organizing,leading and controlling (Thietard, 2003). Planning is the way that can allowthe company to anticipate and prepare measures to establish. Organizing refersto the accomplishment of tasks, create clear line of authority and hierarchyand to implement effective coordination and cooperation. Leading is a way ofanimating the actors of the company so they plan, organize and control their actions.It is a question of motivating teams in an organization.
Finally, controllingrefers to making sure that results are compliant with the objectives of thecompany established during the planning. The implementation of those functionscan be related to two positions in an organization: the leader and the manager.
