Research On Hotel Strategic Human Resource Management

With the emergence of new challenges from the tide of economic globalization, China's entry into WTO and the economic transforming in our country, the competitive environment for our hospitality industry will become increasingly complicated. Consequently, creating and sustaining their competitive advantage has become the doctrine of the survival for our hotels. Strategic Human Resource Management (SHRM), as the sub-system of the enterprise strategy, comes into being to adapt to the changes in the competitive environment of our hospitality. It helps to get a clear understanding of the relation between hotel organization strategy and human resource strategy. By working out the corresponding program, it will contribute to achieving the goal of applying the human resources management function to gain competitive advantage.The traditional theory regards the human resource department merely as the bureaucratic apparatus adjunct in hotels, that is, "the subordinate department", which is only responsible for producing cases and procedures but not creating value. However, strategic Human Resource Management theory considers human resource department as the indispensable ingredient of the value chain, the strategic business unit which can provide "the human resource products" and as the strategic cooperator of the other departments. Hotels are different from the other types of enterprises, which requires the Strategic Human Resource Management to give priority to such contents as attitude management, diversified motivating, empowering, and cross-culture communication as well as team cooperation.In order to update from traditional Human Resource Management to Strategic Human Resource Management, hotels must change their management ideas at first. For example, introducing market relationship into hotels, and taking human resource department as the independent strategic business unit and the other departments as the partners of the Human Resource Management department. Moreover, a new pattern of human resource management should be built on the basis of taking "the customer's need" as the principle. On this premise, hotels will try to reform the function of Human Resource Management to improve the efficiency and effectiveness when fulfilling every item in the activity. In the aspect of recruitment, different types of employment such as knowledge-based employment, contract employment and strategic partners' employment should be adopted according to the different contributions of employees to the hotels so as to carry out the relevant administration to different employees. The framework of human resource management organization in the hospitality industry should be designed to facilitate the implementation of strategy and decreasing the ratio of service work in the work of human resource administrative department. In this way, more time and resource will be engaged into other transforming activities which can bring along high added-value. By means of redesigning the structure of the hotel organization of Human Resource Management, the organization of the hotel will become flat, inquisitive, and flexible, and then provide the organizational guarantee for the implementation of strategy. In order to change the phenomenon of marginal decrease for incentive effect, molding the corporate culture can be used as a strategic incentive means for hotel Human Resource Management. Three core cultures such as democratic culture, the internal service culture and the innovation-oriented culture will be integrated to achieve the sustainable spiritual motivating.