加拿大代写价格：人力资源管理评审
加拿大代写价格：人力资源管理评审
因此,培训是一个关键因素,当正常启动和教会可以为组织带来盈利的结果,此外,还提供了员工的成就感和发展。木香烯和萨拉查(2011)已经确定,员工觉得有机会成长和发展他们的技能,已经发现更满意他们的工作,更忠诚,保持长时间的组织没有试图找到一个更好的机会。
培训新员工是一个很大的挑战,因为大多数酒店公司遵循一个标准模型的训练和指导类似的世界,为他们服务,这就产生了一个重大的挑战来处理员工来自不同的国家,说不同的语言,不同的文化。员工从一个不同的文化将无法轻易接受新的组织结构和价值观,像一些或大量的他们可能不是巧合与他们的文化信仰。这仍然是一个重大挑战的国家,需要强制招募当地居民在任何酒店产品开发。未能解决这一挑战可以毁掉服务标准(海耶斯和奈米尔,2009),可以降低酒店产品的销售在几乎所有的部门,因为员工不愿意采取行动以指定的方式可能不支持加强组织的利润。巴列斯特罗斯-罗德里格斯出版社(2012)指出,人力资源管理实践是最重要的链接和中介组织文化与员工培训和发展项目。作者还建议一个持续学习的过程,有效的员工培训方法通过实施人力资源管理实践,改变组织文化产生期望的结果。
加拿大代写价格：人力资源管理评审
Hence, training is a critical factor, when properly initiated and taught can bring profitable results for the organization, and in addition, also provide a sense of achievement and development for the employees. Costen and Salazar (2011) have identified that employees who have felt that there is an opportunity to grow and develop their skills, have been found to be more satisfied with their jobs, have been more loyal, and have stayed for long with the organization without trying to find a better opportunity.
Training new employees is a significant challenge because most hospitality firms follow a standard model of training and guidance for their services to be similar worldwide, and this creates a major challenge for them to deal with employees who are from a different country, speaking a different language, and from a different culture. Employees from a different culture will not be able to easily accept new organizational structure and values, as some or substantial amount of them may not be in coincidence with their cultural beliefs. This remains a significant challenge in countries which requires a compulsory recruitment of local citizens in any hospitality product development in that region. Failing to address this challenge can ruin the service standard (Hayes and Ninemeier, 2009) and can bring down the sales in almost all divisions of a hospitality product, because an employee not being willing to act in a specified manner may not be supportive for enhancing the organization’s profits. Ballesteros-Rodríguez et.al (2012) have noted that HRM practice is the most important link and mediator between the organizational culture and training and development programs of employees. The authors also suggest a continuous learning process and effective training methods for employees by implementing HRM practices that change the organizational culture which then produces the desired results.
