本文主要講的是國際酒店的員工培訓，除了掠奪性的培訓外，還必須為外派人員提供到達後的培訓，這將幫助他們熟悉自己的現場工作。東道國國民也必須適應移居國外的人，因此也必須為他們提供文化培訓和發展課程。只有當他們與新酒店經理愉快地工作時，才有可能將里爾登英國公司的人力資源管理和酒店管理實踐傳授給新收購的西班牙公司。在獎勵策略方面，案例研究使用了一種多中心形式的獎勵管理。本篇論文代寫文章由美國論文通AssignmentPass輔導網整理，供大家參考閱讀。
In addition to predatory training, post arrival training must be given for the expatriate, and this will help them become familiar with their onsite working. Host country nationals would also have to get adjusted with the expatriate and hence it would be necessary to provide cultural training and development lessons for them too. Only when they are comfortable working with their new Hotel Manager, then it would be possible to pass on HR management and Hotel management practices of Reardon UK to the new Spanish acquisition. Now in terms of rewards strategy, it is identified that the case study uses a polycentric form of rewards management.
The candidate is going to be paid the average salary of a hotel manager in Spain and not the salary of a hotel manager in the United Kingdom. This could some amount of pressure in transition for the manager depending on whether they relocate alone or with a family. It is necessary for the rewards strategy to include some allowances for transport of family, for education of family etc. The allowances could be included in the month to month pay cycle. Equity must be assured. There are some equity concerns still, as any other manager of the company would be receiving a UK salary. The person who will be working in Spain ends up receiving far less. However, an added advantage is what they could receive when they come back from the assignment.
The overall international reward will include a management position with a better salary range once the individual completes their year with the Spanish Hotel. This compensation is hence included as the overall international work compensation that the manager would receive. Reardon hotels are internationalizing and in this context, it must strategize to ensure that they make the most of their expansions. Firstly, the Hotel is seen to focus on a foreign affiliate MNC strategy and makes use of an integrated global HRM. They are focused on internally recruiting the key strategic position of the Hotel manager and the manager would be selected by a combination for formal and informal methods.
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