Academic journal article
By Jinzhao, Wang
Canadian Social Science , Vol. 3, No. 6
The role of the Human Resource Manager is evolving with the change in competitive market environment and it must be realized that that Human Resource Management must play a more strategic role in the success of an organization. A combined approach of literature review, periodical browsing, the application of Databases was used in this paper in order to analyze the changes of HRM in hotel industry. Firstly, the paper the challenges that hotel industry faced with and then, innovations related to HRM are put forward from the perspectives of managing diversity, improving motivation, building effective teamwork, managing change, balancing ethics and human resource management and linking the corporation culture with the strategy. That is the best way to be successful.
Key words: human resource management, challenge, innovation
Résumé: Le rôle du directeur des ressources humaines évolue avec le changement de l'environnement compétitif du marché et la connaissance que le management des ressources humaines doit jouer un rôle stratégique clans le succès d'une organisation. Une approche synthétique combinant la rétrospective des documents, la revue des périodiques, l'application des banques de données est utilisée dans le présent article afin d'analyser le changement du management des ressources humaines dans l'industrie d'hôtellerie. D'abord, l'auteur analyse les défis que l'hôtel doit relever, et puis il propose des innovations relatives au management des ressources humaines dans les perspectives suivantes : diversité de management, motivation d'amélioration, construction d'une équipe de travail efficace, changement du management, équilibrage entre l'éthique et le management des ressources humaines et la liaison de la culture d'entreprise avec la stratégie. Voilà la meilleure voie d'accéder au succès.
Mots-Clés: management des ressources humaines, défi, innovation
The renowned father of scientific management was Frederick W. Taylor, He studied worker efficiency and attempted to discover the "one best way " and the on fastest way to do a job. Whereas scientific management focused on the job and efficiencies, industrial psychology focused on the worker and individual differences. Hugo Munsterberg and his book Psychology and Industrial Efficiency initiated in 1913 the field of industrial psychology. Another early contributor to HRM was called the human relations movement. Harvard researchers, Elton Mayo and Fritz Roelthisberger, incorporated human factors into work. During the 1920s work on these analytical schemes expanded to encompass issues of appraising and training individuals, essentially for the same purposes. While the focus during the first quarter of the last century was on the individual employee, the second quarter was to see it shift to the group. Mayo's work at the Hawthorne plant focused on improving the productivity of individuals by experimenting with groups. Knowledge of groups and the impact of group on individuals advanced with the work of Lewin and Sherif and Sherif during the 1930s and into the 1940s. During the 1950s and 1960s much of the work concerned with managing individuals in organizations highlighted individual needs and motivation. Advances were made in selection and development. At this time, however, the more applied work in these areas related to managing and motivating individuals became the domain of those identifying primarily with personnel psychology and industrial and organizational psychology. The more theoretical work came under the new domain of organizational behaviourists. Untili the 1960s, the personnel function was considered to be concerned only with blue-collar or operating employees. Peter Drucker, a respected management scholar and consultant, made a statement about personnel management that reflected its blue-collar orientation. Drucker stated that the job of personnel was "partly a file clerk's job, partly a housekeeping job, partly a social worker's job, and partly firefighting, heading off union trouble. …