International and Comparative HRM BHL6002
2013-2014
Coursework Two: Case Study Information
Kenworth Hotels
You are the HR Manager of ‘Phoenix Hotels’, a UK based chain of boutique hotels with a head office based in Bath. The CEO, Michael Kenworth, started the business 20 years ago by buying a large run-down guesthouse in his home town and has since developed the company into a chain of seven hotels in the UK. Kenworth Hotels are considered to be up-market accommodation, each property having a small spa and restaurant with a common a la carte menu offered at a reasonable price. The hotels are typically situated in rural locations and tend to attract guests who are primarily leisure travelers seeking a relaxed intimate atmosphere and quality service. The hotel chain prides itself on offering a quality product and excellent customer service.
Michael Kenworth is the head of the organization and there are three further family members on the board of directors. Although the organization has grown over the years the culture is still very much that of a family-run business with Michael Kenworth viewed by staff as a somewhat strict but fair ‘father figure’. However, although decisions are made centrally management prides itself on its commitment to employee participation and involvement. Staff at all levels are encouraged to put forward their views and suggestions, and monthly ‘team circles’ are held in each hotel where groups come together to discuss operational and quality issues. The organization also has a firm commitment to equitable HR policies and as such the same (or similar) practices are adopted in every hotel wherever possible. The organization employs a relatively diverse workforce, and although salaries are no more than average for the sector (for example a hotel manager earns £45,000 per annum) there is an emphasis on continuing professional development and consequently the organization offers generous training and development opportunities.
Kenworth Hotels have enjoyed a successful and profitable year and have recently acquired a rural hotel in southern Spain which they wish to add to the chain as their first overseas operation, with a view to developing the hotel chain further in the overseas market as a long term strategy. Most of the local staff will be remaining at the hotel but Michael Kenworth and his senior management team wishes to recruit a hotel manager from their UK staff base, in order to ensure familiarity with the organization’s operational procedures and values. The position will be advertised internally to staff who are currently employed in a supervisory or deputy management role and thus the successful candidate will be effectively offered a promotion upon accepting the assignment. He or she will be expected to lead the changeover of the new hotel over a six week period and then sign a twelve month contract as hotel manager. This is a very important position as the success (or not) of the hotel will
have a direct bearing on whether Kenworth Hotels decide to acquire other hotels in Spain or other European countries (and possibly further afield). Upon returning from the assignment the successful candidate will be offered a management position in the UK commensurate with his/her new skills, experience and knowledge base. In terms of reward, the average salary for a hotel manager in Spain is £30,000 which it is noted is significantly less than the UK salary he/she would enjoy. Michael Kenworth and the senior management team are looking for a consistent approach to rewards (for reasons of equity and to ensure that there is sufficient incentive to work overseas) and also want to see a range of incentives offered over and above base pay as long as such incentives are appropriate to the circumstances of the position.
Finally, the new overseas hotel is in a rural area of southern Spain but within travelling distance of coastal tourist resorts and thus attracts a number of tourists (predominately British and German). There is a lively expat community living in the region and a local school (the private international school is situated ten miles away). The level of English language proficiency amongst the locals is fair but not as advanced as within the coastal resorts. The supervisory teams who are remaining at the hotel speak a good standard of English but the general staff are less proficient. Medical facilities and transport links in the region are very good, and crime is low relative to the more developed towns and resorts in the area.
As HR Manager of Kenworth Hotels you are responsible for devising an appropriate recruitment and selection, training and development, and rewards strategy for the role of Hotel Manager on assignment to the new hotel situated in southern Spain.
International and Comparative HRM BHL6002
2013-14
Coursework Two: Information, Assessment and Marking Criteria
Report (2,700 words)
As HR Manager at Kenworth Hotels, prepare a report to the senior management team to include the following:
Introduction and Terms of Reference 200 words
Part (i) 600 words
- Explain how international companies, alongside other international bodies, have a role to play in achieving greater equity and improved labour standards globally, including the use of codes of conduct. This brief will inform the firm’s approach to CSR (corporate social responsibility) as it begins its process of internationalisation.
Part (ii) 600 words
- Discuss how the need to balance both local and global requirements will impact upon the choice of strategy and structure adopted by Kenworth Hotels as it internationalises, and in turn how this will influence the HR policies and practices adopted in the new subsidiary.
Part (iii) 1000 words
- Devise a strategy for the recruitment and selection, training and development, and pay and reward of the new role of Hotel Manager in the subsidiary hotel. Explain the importance of adopting a strategic approach to this process and how this might be achieved in practice.
Summary/Conclusion 400 words
Assessment Learning Outcomes (mapped to module descriptor):
- Discuss the conceptual problems of both comparative and international analysis of organisational HR practices and national employment systems
- Critically evaluate the convergence-divergence debate, identifying the main issues and theories relating to globalisation and the internationalisation of the firm.
- Compare and contrast the different strategies and structures of multinational corporations including international management recruitment, training and reward strategies
Key Skills: The key skills addressed through this assessment are communication, numeracy, technology, learning and study, problem solving.
IMPORTANT: Students should refer to the assessment criteria and marking criteria provided below in relation to this assessment.
Assessment Criteria
Students will be marked according to the following assessment criteria:
- The student should demonstrate relevant knowledge and understanding of the requirements for global labour standards and the mechanisms that can be employed to help achieve this, with particular reference to the ILO and MNC’s codes of conduct.
- The student should demonstrate relevant knowledge and understanding of how the competing tensions faced by MNC’s between integration and local responsiveness impact upon HR policies and practices.
- The student should demonstrate the ability to identify the key components of an effective total reward strategy given the specific organizational context outlined in the case study.
- The student should demonstrate the ability to carry out relevant research to evidence their report. This should include the correct use of referencing throughout the report.
- The report should be appropriately structured and presented.
- The student should devise an appropriate recruitment and selection strategy, and training and development strategy for the specific international management assignment as outlined in the case study.
- The student should demonstrate the ability to apply their knowledge of key facts and theories to the practical organizational context outlined in the case study.
Marking Criteria
IMPORTANT: Students must satisfy themselves as to the assessment criteria and academic standards required to achieve certain grades as outlined above. It is the student’s responsibility to seek clarification on any of these matters prior to submitting their coursework.
Students will be awarded their grade based upon the academic standards outlined below:
Grade A 80+
- As 70+ criteria but in addition answer demonstrates an excellent understanding of the question and the complexity of the issues involved relating to parts 1 and 2.
- Evidence of creativity and wide reading beyond core subject matter.
Grade A 70-79
- Comprehensive and accurate account of the issues relating to parts (i) (ii) and (iii).
- Very good analysis and evaluation of:
i. the relationship between MNC strategy and HR policies and practices;
ii. the role of the ILO and MNC’s in achieving greater equity and labour standards globally; and
iii. adopting a strategic approach to recruitment and selection, training and development and pay and reward.
- Very good application of factual knowledge and/or application of theories/models to the practical situation of the case study organization.
- Clear evidence of wide reading and well-referenced.
- No significant omissions or errors.
- Very well written and structured.
Grade B 60-69
- Clear understanding of the question and includes the most pertinent issues relating to parts (i) (ii) and (iii).
- Good analysis and evaluation of:
i. the relationship between MNC strategy and HR policies and practices;
ii. the role of the ILO and MNC’s in achieving greater equity and labour standards globally; and
iii. adopting a strategic approach to recruitment and selection, training and development and pay and reward.
- Good application of factual knowledge and/or application of theories/models to the practical situation of the case study organization.
- Evidence of extra reading beyond lecture material.
- Few significant errors or omissions
- Well written and structured.
Grade C 50-59
- Answer demonstrates understanding of the basic issues with regard to
parts (i) (ii) and (iii).
- Reasonable attempt at analysis and evaluation of:
iv. the relationship between MNC strategy and HR policies and practices;
v. the role of the ILO and MNC’s in achieving greater equity and labour standards globally; and
vi. adopting a strategic approach to recruitment and selection, training and development and pay and reward.
- Basic application of factual knowledge and/or application of theories/models to the practical situation of the case study organization.
- Report aimed primarily at the level of available lecture and seminar material.
- Some significant errors or omissions.
- Material appropriate and logically structured.
Grade D/E 35-49
To obtain a D grade (i.e. a ‘pass’ mark 40-49):
- (i) The answer will demonstrate an understanding of the basic issues and some evidence that appropriate material has been selected.*see note below
- (ii) The answer may follow a logical structure with the overall framework sensible.*see note below
However, an answer afforded a D/E grade will also demonstrate to varying degrees:
- No evidence of extra reading
- No evidence of evaluation or analysis of the issues
- Significant errors or omissions
- Poor planning
*Note: If the answer does not meet criteria (i) and (ii) to an adequate standard the student will instead be awarded a higher E grade (i.e. 35-39)
Grade E/F 1-34
An answer afforded a lower E (30-34) or F grade will demonstrate to varying degrees:
- Significant errors and omissions present throughout
- Poorly structured and written
- Little or no understanding of the question
- Little or no relevance to the question
- Inadequate material presented
International and Comparative HRM BHL6002
2013-14
Coursework Two: Information, Assessment and Marking Criteria
Report (2,700 words)
As HR Manager at Kenworth Hotels, prepare a report to the senior management team to include the following:
Introduction and Terms of Reference 200 words
Part (i) 600 words
- Explain how international companies, alongside other international bodies, have a role to play in achieving greater equity and improved labour standards globally, including the use of codes of conduct. This brief will inform the firm’s approach to CSR (corporate social responsibility) as it begins its process of internationalisation.
Part (ii) 600 words
- Discuss how the need to balance both local and global requirements will impact upon the choice of strategy and structure adopted by Kenworth Hotels as it internationalises, and in turn how this will influence the HR policies and practices adopted in the new subsidiary.
Part (iii) 1000 words
- Devise a strategy for the recruitment and selection, training and development, and pay and reward of the new role of Hotel Manager in the subsidiary hotel. Explain the importance of adopting a strategic approach to this process and how this might be achieved in practice.
Summary/Conclusion 400 words
Assessment Learning Outcomes (mapped to module descriptor):
- Discuss the conceptual problems of both comparative and international analysis of organisational HR practices and national employment systems
- Critically evaluate the convergence-divergence debate, identifying the main issues and theories relating to globalisation and the internationalisation of the firm.
- Compare and contrast the different strategies and structures of multinational corporations including international management recruitment, training and reward strategies
Key Skills: The key skills addressed through this assessment are communication, numeracy, technology, learning and study, problem solving.
IMPORTANT: Students should refer to the assessment criteria and marking criteria provided below in relation to this assessment.
Assessment Criteria
Students will be marked according to the following assessment criteria:
- The student should demonstrate relevant knowledge and understanding of the requirements for global labour standards and the mechanisms that can be employed to help achieve this, with particular reference to the ILO and MNC’s codes of conduct.
- The student should demonstrate relevant knowledge and understanding of how the competing tensions faced by MNC’s between integration and local responsiveness impact upon HR policies and practices.
- The student should demonstrate the ability to identify the key components of an effective total reward strategy given the specific organizational context outlined in the case study.
- The student should demonstrate the ability to carry out relevant research to evidence their report. This should include the correct use of referencing throughout the report.
- The report should be appropriately structured and presented.
- The student should devise an appropriate recruitment and selection strategy, and training and development strategy for the specific international management assignment as outlined in the case study.
- The student should demonstrate the ability to apply their knowledge of key facts and theories to the practical organizational context outlined in the case study.
Marking Criteria
IMPORTANT: Students must satisfy themselves as to the assessment criteria and academic standards required to achieve certain grades as outlined above. It is the student’s responsibility to seek clarification on any of these matters prior to submitting their coursework.
Students will be awarded their grade based upon the academic standards outlined below:
Grade A 80+
- As 70+ criteria but in addition answer demonstrates an excellent understanding of the question and the complexity of the issues involved relating to parts 1 and 2.
- Evidence of creativity and wide reading beyond core subject matter.
Grade A 70-79
- Comprehensive and accurate account of the issues relating to parts (i) (ii) and (iii).
- Very good analysis and evaluation of:
i. the relationship between MNC strategy and HR policies and practices;
ii. the role of the ILO and MNC’s in achieving greater equity and labour standards globally; and
iii. adopting a strategic approach to recruitment and selection, training and development and pay and reward.
- Very good application of factual knowledge and/or application of theories/models to the practical situation of the case study organization.
- Clear evidence of wide reading and well-referenced.
- No significant omissions or errors.
- Very well written and structured.
Grade B 60-69
- Clear understanding of the question and includes the most pertinent issues relating to parts (i) (ii) and (iii).
- Good analysis and evaluation of:
i. the relationship between MNC strategy and HR policies and practices;
ii. the role of the ILO and MNC’s in achieving greater equity and labour standards globally; and
iii. adopting a strategic approach to recruitment and selection, training and development and pay and reward.
- Good application of factual knowledge and/or application of theories/models to the practical situation of the case study organization.
- Evidence of extra reading beyond lecture material.
- Few significant errors or omissions
- Well written and structured.
Grade C 50-59
- Answer demonstrates understanding of the basic issues with regard to
parts (i) (ii) and (iii).
- Reasonable attempt at analysis and evaluation of:
iv. the relationship between MNC strategy and HR policies and practices;
v. the role of the ILO and MNC’s in achieving greater equity and labour standards globally; and
vi. adopting a strategic approach to recruitment and selection, training and development and pay and reward.
- Basic application of factual knowledge and/or application of theories/models to the practical situation of the case study organization.
- Report aimed primarily at the level of available lecture and seminar material.
- Some significant errors or omissions.
- Material appropriate and logically structured.
Grade D/E 35-49
To obtain a D grade (i.e. a ‘pass’ mark 40-49):
- (i) The answer will demonstrate an understanding of the basic issues and some evidence that appropriate material has been selected.*see note below
- (ii) The answer may follow a logical structure with the overall framework sensible.*see note below
However, an answer afforded a D/E grade will also demonstrate to varying degrees:
- No evidence of extra reading
- No evidence of evaluation or analysis of the issues
- Significant errors or omissions
- Poor planning
*Note: If the answer does not meet criteria (i) and (ii) to an adequate standard the student will instead be awarded a higher E grade (i.e. 35-39)
Grade E/F 1-34
An answer afforded a lower E (30-34) or F grade will demonstrate to varying degrees:
- Significant errors and omissions present throughout
- Poorly structured and written
- Little or no understanding of the question
- Little or no relevance to the question
- Inadequate material presented
