Training Strategy for Four Seasons Essay Example

scale. He notes that it involves more strategic complexities and demands more coordination as it navigates through more obstacles. Various (2010, p. 115) describes HRM as the management of human resources in terms of recruitment, selection, development, utilization, remuneration, and motivation within an organization. Additionally, Sims (2007, p. 79) distinguishes the primary differences between IHRM and domestic HRM in his work.

He articulates that IHRM encompasses a vast range of roles and diverse activities, necessitates constant adaptation to varying outlooks, demands closer engagement with the personal lives of staff, is more contingent on external factors, and finally, possesses greater risk compared to regular domestic HRM. According to Stolt (2010:3), IHRM's complexity dwarfs that of domestic HRM due to interactions with various other factors such as government and regulatory bodies.

According to the 2003 report by The World Travel ; Tourism Council, worldwide travel, tourism and hospitality represent the biggest industries globally. Not only this, but they are also the primary sources of job creation, accounting for over 194 million jobs around the world and generating more than $4.5 trillion in 2003 (Graen, 2004). Although most businesses in this sector are small-scale independents with a limited number of employees, there exists a minority group of influential global entities that hold significant sway over the industry through their brand recognition, improvement of services and innovation.

The continuity and accomplishments of multinational corporations heavily rely on the development and enhancement of various widely-distributed services worldwide in order to secure investment and increase their market share (Edgell, 2006; Yu, 1999). According to Yu (1999), due to their intrinsic international nature, hospitality and tourism sectors are global.

As a result, present-day hospitality managers are required to possess proficiency in handling a diverse workforce, adapting to their customer's multifaceted backgrounds, and respecting the local customs where they function (Pizam, 2005 p. 80).

Pizam (2005) highlighted that the global growth of hospitality and tourism industries has led to increased interaction with customers, employees, and investors from diverse cultural backgrounds. This essentially implies a fusion of personal and professional lives with worldwide tendencies. In this culturally rich world where different traditions and beliefs are intended for mutual exchange and integration, understanding and valuing each other's perspectives becomes crucial.

Many writers suggest that efficient control over a complex and diverse workforce can result in numerous advantages, including improved performance and global market success. These benefits encompass the ability to cater to multicultural clients' needs more effectively, strengthen decision-making abilities, foster creativity, and increase organizational adaptability. In certain cases, appropriate management could even lessen employee turnover and absenteeism rates. Moreover, it amplifies the potential to attract top-performing employees from overseas or a mixture of local and foreign talents, contingent on the local talent availability and business necessities.

To sum up, individuals from foreign nations can contribute to an organization in more ways than just providing a global viewpoint. They also possess multilingual capabilities and bring a rich set of experiences (Pizam, 2006; Buhalis, 2003; Yu, 1999; Sparrow, 2009). Hence, it's safe to say that intercultural awareness and sensitivity relate to the alertness and responsiveness shown towards various cultures and their representatives along with suitable corresponding actions.

The development of intercultural comprehension and consciousness, coupled with proficient communication skills, necessitates the acknowledgment of

various crucial elements. Eminent academics like Pizam (2005), Brotherton (2003), and Perkins ; Shortland (2006) emphasize the need to foster capabilities to manage both broad and specific cultural situations effectively. They contend that this is pivotal for success in global pursuits on the international stage. Acquiring a comprehensive cultural competency involves education and acquaintance with fundamental cultural knowledge and abilities, which can subsequently be modified to suit numerous diverse cultures.

Brotherton (2003) implies that candidates chosen for a managerial role with vital intercultural interaction should adopt culture-general traits. To avoid culture shock, they should face challenges in immediate training and development programs such as being informed about relevant laws like human rights and labor laws, language coaching, knowledge about demographics, traditions like national holidays and events, the history of the place, climatic conditions and geographical features, food habits, dietary norms, typical cuisine, gender roles, living accommodations, and education systems.

The significance of intercultural experience and informed understanding of prospects must be acknowledged in the selection process. This section is specifically dedicated to addressing the challenges and impacts faced by western hotel enterprises and their managers when entering the Russian hospitality business. These challenges encompass cultural and legal aspects, which are vital to be incorporated into managerial growth and learning strategies, bringing western management implications wherever required.

Jackson (2002) suggests that Russia's rating is quite high concerning utilitarian participation, which could point to potential functional relationships within a corporation. Moreover, when compared to an egalitarian dedication, Russia also ranks relatively highly in conservatism, indicating the possibility of substantial vertical collectivism. This could hint at individuals' preference for working cohesively or in groups.