本文的主要内容是讲酒店整合，里尔登的一些最佳做法，可以与西班牙的酒店整合如下。首先，鼓励所有Reardon的员工提出自己的想法，参与管理决策，即使最终的决策仍然是由管理层做出的。每月举行一次团队会议，在这些会议上，组织人力资源解决运营问题和质量问题，以保障员工的福利。组织本身相信拥有一个非常多样化的劳动力，这意味着员工习惯于一种更具包容性的工作形式。最后，即使组织对员工的金钱补偿较少，酒店也会通过给予员工职业发展的机会来弥补。这使得员工也可以制定自己的职业规划。通过人力资源整合，这些好处和做法可以转移到新的酒店。本篇曼彻斯特论文代写文章由英国论文人EducationRen教育网整理，供大家参考阅读。
Some of the best practices of Reardon that could be integrated with the hotel in Spain are as follows. Firstly, all staffs in Reardon are encouraged to put forward their ideas and participate in the management decision making, even if the end decision was still made by the management. Monthly team circle meets are held and in these team circle meets, the organization HR addresses operational issues and quality issues for the wellbeing of the employees. The organization itself believes in having a very diverse workforce, which means employees are used to a more inclusive form of working. Finally, even if the monetary compensation of the organization towards the employees are less, the Hotel more than makes up by means of giving employees opportunities for professional development. This enables employees to work on their personal career plans as well. These ae some of the benefits and practices that could be transferred to the newer Hotel by means of HR integration.
Some proper tool and strategy must be used for global integration of HRM practices, because as researchers suggest, there are many factors that could potentially challenge how a MNC transfers its policies to other foreign subsidiaries. A tool that would be helpful for achieving successful global HRM would have to consider institutional, cultural and organizational factors. Firstly, some of the institutional factors that would challenge global HRM are the environmental factor of Spain such as legal elements, social and political elements etc. A PESTLE analysis of Spain would be a helpful tool here to understand the form of environment factors. There are cultural factors that could challenge global HRM integration as well, such as how employees from Spain are culturally different from that of UK employees.
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