Shangri-la hotels and resorts bringing asian hospitality the world

Answer:

Introduction:

The most significant challenge faced by hotel chain industry is constant change in customer preferences and workplace setting. The task is challenging not only due to size and diversified locations of Shangri La hotels and resorts company, but also due to difference in culture and customs in various locations. Some hotels implement hotel chain standards best practices through franchise agreements. However, the relationship with employees and franchisees responsibilities still becomes doubtful. According to Ladkin (2011), the reason behind shortfall in labour in hotel industry proves challenging for both expansion and diversification strategy in tourism industry. Furthermore, the lack of employment data and definition of problems makes research more necessary to develop strategic recommendation for the improvement of people and culture element in hospitality industry.

From management perspectives, comprehensive texts explore employment and human resource issues within hospitality industry. Issues like job satisfaction, pay, organisational structure, working conditions, skills and service quality are typically focussed by business firms in services industry (Wang, 2015). However, it is to be noted that most of the organisations faces issues from the above-mentioned list in human resource context. Therefore, people and culture in hotel industry are the most researched term while recognising organisational structure of hotels and tourism companies.

Report Body

Discussion/Analysis

As stated above, due to insufficient labours, Shangri La has to hire people from foreign countries especially from those where cost per labour is minimum so that company’s overall costing does not get affected. This turns out to be adding another issue with maintenance and operational qualities due to poor quality of labour. For example, golf course, clubhouse, commercial laundry, property or swimming pools if not maintained by professionals, they get damaged. On the other hand, any bad review made in social media about these damages can further impact company’s reputation ( Martin Roll , 2017).

Although Shangri La is doing excellent in-service industry there are few issues that were observed while making close analysis of the company. All these issues are connected with labour shortfall that needs to be improved by the company. The insufficient manpower has affected the service quality of Shangri La while conducting its day to day operations. In Malaysian country branches, the lack of worker had made the company import workers from foreign nations. More people bring faster errands or even completion of tasks in lesser time whereas inadequate staffing can prevent businesses from giving desired quality of work. The lack of productivity due to inadequate staff had even reduced revenues of Shangri La which means to remain sustainable in business, it has to undertake severe measures (Appendix C). The increasing challenge in hotel industry and escalating demands of tourists for service creates urgency in offering high quality performance to survive (Debrah, 2016).

As stated in the analysis, Shangri La also faces issues within its internal management where labours follow strict guideline and are unable to reach top executives for discussing their issues. This issue can be sorted by enhancing employment relationship in the company with employee participation in management of the company. The communication gap between employer and employees shall be reduced so that retaining competent staff becomes easier for the company in this short skilled labour market ( Tseng & Chen, 2014).

Conclusion:

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Lub, X., Bijvank, M. N., Bal,, P. M., Blomme, R., & Schalk, R. (2012). Emerald Article: Different or alike?: Exploring the psychological contract and commitment of different generations of hospitality workers. International Journal of Contemporary Hospitality Management, 24(04), 553-573. Retrieved from https://matthijsbal.com/articles/Lub_etal_2012_IJCHM.pdf

Debrah, Y. A. (2016). Management of Operative Staff in a Labour-scarce Economy: The Views of Human Resource Managers in the Hotel Industry in Singapore. Asia Pacific Journal of Human Resources, 32(01), 41-60.

Korjala, V. (2012). Cultural Diversity in Hospitality Management. Retrieved from https://www.theseus.fi/bitstream/handle/10024/55331/Korjala_Veera.pdf

Turtle Trader. (2012). Shangri La Hotels-Solid Investment but no Rush. Retrieved from https://turtleinvestor888.blogspot.com/2012/01/

Wang, W. (2015). A Content Analysis of Hospitality Reports from the Center of Hospitality Research in Cornell University: 2001-2014. Open Journal of Applied Sciences, 618-633.