Курсовая с практикой на тему Methods on the job training and retraining of managers of a hotel enterprise.

Содержание:

Introduction 3

Chapter 1. Theoretical aspects of intra-company methods of training and retraining of managers of a hotel enterprise 5

1.1 Organizational and managerial features of the system of intra-company training and retraining of staff in the hotel 5

1.2 Current state and structural features of intra-company educational programs in hotels in Moscow 8

Chapter 2. Organizational and economic characteristics of the Metropol Hotel Moscow 13

2.1 Characteristics of the Metropol Hotel Moscow 13

2.2 Analysis of the management and personnel features of the Metropol Hotel Moscow 15

Chapter 3. Development of recommendations for the formation of a system of training and retraining of managers of the Metropol Hotel Moscow 19

3.1 Analysis of intra-company methods of training and retraining of managers of the Metropol Hotel Moscow 19

3.2 Recommendations on the formation of a system of training and retraining of managers of the Metropol Hotel Moscow 27

Conclusion 29

List of references 31

Attachments 34

Введение:

Personnel management occupies a leading place in the enterprise management system. The essence of personnel management, including employees, employers and other owners of the enterprise is to establish organizational, economic, socio-psychological and legal relations between the subject and the object of management. These relations are based on the principles, methods and forms of influencing the interests, behavior and activities of employees in order to maximize their using.

The origins of solving the problems of employee training have been formed in economics for a long time. They are presented in the works of such famous scientists and practitioners as Dennis, Nickson, E. Yu. Nikolskaya, D. Walker, D. D. Brasnov, Y. D. Galanin, A. Ya. Kibanov, T. L. Timokhina, N. D. Khairullina, A.D. Chudnovsky.

Staff training is a very essential part of Human Resource Management (HRM), it is a path for the management to know about their employees, it is a way to help employees to make best use of their own abilities, and it is a method to assist employees to become more professional at what they do. With the help of HRM, business success is partly guaranteed. The problem of effective management of human resources of hospitality industry enterprises is relevant because in a highly competitive environment, hotel business enterprises have to find new opportunities to increase their potential. The need to survive in market conditions determines the constant search for advantages that can become factors of competitiveness at the present stage. In this situation, a scientifically based, creative approach to human resource management can ensure an increase in the efficiency of the functioning of hospitality industry enterprises.

The purpose of this work is to identify organizational and managerial features of personnel training systems in the hotel industry and to develop proposals for improving the personnel training system of Metropol Moscow Hotel. To achieve this goal, the following tasks were set in the work:

— to study the current state and structural features of in-house educational programs in hotels in Moscow;

— to give a description of the Metropol Moscow Hotel;

— to study the management and personnel features of the Metropol Moscow Hotel;

— to analyze in-house methods of training and retraining of managers of the Metropol Moscow Hotel;

— to develop recommendations for the formation of a system of training and retraining of managers of the Metropol Hotel, Moscow.

The object of the study is the staff in the hotel business.

The subject of the study is the system of training the staff of hotels in Moscow.

In the course of the work, the following methods were used:

— general scientific methods (analysis and synthesis, generalization);

— methods of comparative and statistical analysis;

-special sociological methods of building empirical knowledge (interviewing and patterns of intra-unit learning).

The theoretical and methodological basis of the study consists of sociological concepts in the field of hotel management — A. Ya. Kibanov, Dennis, Nickson, E. Yu. Nikolskaya, D. Walker.

The practical significance of the work is that the results of the study and the proposed recommendations can be directly applied in the practice of Russian hotels both in terms of subjects of study and in the field of choosing methods for implementing in-house educational programs.

The structure of the work corresponds to the purpose and objectives of the study. The work consists of an introduction, three chapters, a list of references and appendices.

The introduction sets goals and tasks of the study, the actuality of the topic, defines the object and subject of study and the structure of the study.

The first chapter will consider the theoretical aspects of the systems of in-house training and retraining of managers, as a certain social technology necessary for the development and maintenance of world-class service.

Заключение:

In modern conditions, personnel training programs for the tourism business are becoming strategic. At the same time, attention should be paid to the fact that within the framework of an integrated training system, in-house training and staff development have significant advantages, including staff motivation and increased flexibility of the organization. It is with the help of in-house programs that the unique organizational culture of the hotel is largely formed, which is its main competitive advantage.

The paper provides a detailed analysis of the training systems used in Moscow hotel, reveals the existence of a relationship between the categories of Metropol Hotel by features and class of housing and their training systems, as well as between the categories of hotels and the opinions of their managers on the issue of training. The class of the hotel definitely affects the effectiveness of the training system. Five-star hotel is far ahead of other enterprises in the industry in terms of the number of subjects of study and the methods used.

The study revealed a discrepancy between the level of qualification of managers and their involvement in the personnel training process. According to the majority of employees of HR services, linear and functional managers of hotel have sufficient qualifications to train subordinates. In modern conditions, the most important task is the constant involvement of existing managers in the implementation of educational programs. They should have a principled orientation to transfer knowledge to their subordinates, to constant creative interaction with them.

The implementation of this task within the framework of the Metropol hotel complex in Moscow requires special organizational efforts. Staff training is an essential management tool, it has many benefits, such as shortens the study time, increases work effectiveness, helps employees and the company itself to compete in the fast changing environment, reduces damages and wastage. Staff training is a way of motivating employees, upgrading their skills, expanding their knowledge, preparing employees for self-development.

From both quantitative research and qualitative research we know that the trainings are very important and should be carefully considered, but in the Metropol hotel there are some existing problems with trainings.

1. The outcomes of training are not as expected; because some employees are

not aware of the importance of training and what they will benefit from staff training so that trainings are regarded as normal courses to participate.

2. There is a lack of good communication between management and employees, when employees have complaints about trainings for instance the trainings are time consuming, but management team does not know, so that the trainings would never be improved until they communicate.

3. About one thirds of the employees felt they did not get self-development and build self-confidence after the training, which did not match the purpose of the trainings.

In conclusion, I would like to note that the HR department is responsible for the important tasks of the hotel, recruits staff, trains them and improves their qualifications.

In this course work, the goal was achieved — the role of hotel staff in providing hotel services and its management system was studied. The main tasks were solved:

the theory of organization of personnel training at a hotel enterprise has been mastered;

the analysis of the employee training process is carried out;

the features of providing high-quality hotel services have been mastered;

the functional structure of the Metropol Hotel and its staff services has been studied;

methods and forms of personnel training are investigated;

analyzing the work of the services in the hotel, we can conclude that the company copes with the main tasks and provides high-quality services.

Фрагмент текста работы:

Chapter 1. Theoretical aspects of intra-company methods of training and retraining of managers of a hotel enterprise

1.1 Organizational and managerial features of the system of intra-company training and retraining of staff in the hotel

Working in an organization, a person must constantly improve his education, learning both the theoretical foundations of the profession and acquiring practical skills. Today it is already difficult to imagine the workplaces of managers and specialists that are not equipped with computer and office equipment. Workplaces are also equipped with various diagnostic systems, numerical control machines, etc. Thus, there is a convergence of mental and physical labor, its transformation into intellectual labor. Therefore, staff training is a purposefully organized and systematically and systematically carried out process of mastering theoretical knowledge, skills and abilities under the guidance of experienced specialists [6].

The goals of staff training from the position of an employee and an employer are different. The employer, contributing to the training of personnel, solves the tasks of organizing and forming managerial personnel, adapting personnel at the enterprise, introducing innovations and mastering the knowledge necessary to understand and solve various problems arising in the production process. From the point of view of the employee, he maintains and improves his qualifications at the proper level, acquires professional knowledge that is outside the scope of his direct professional activity, develops abilities in the field of planning and organization of production. Training for rookie workers – helps to

— increase work pleasure;

— increase knowledge and skills;

— increase development and self-esteem;

— achieve personal goals;

— solve problems;

— increase productivity. Helps to establish relationships between the employees and the managing team.

In international practice, the principle of describing learning goals has been adopted, called the «SMART principle» — from the first letters of English words: Specific, Measurable, Achievable, Realistic, Time-bound. That is, in order for setting goals to be effective, they should be formulated:

• the learning outcomes;

• expressed in the actions of the participants;

• in actions that can be reliably identified.

The training objectives form the basis for creating a detailed curriculum, the content of which depends on the number and nature of the goals set. The goals of in-house training should be:

• specific and konkret;

• oriented towards obtaining practical skills;

• assessable (measurable).

When defining goals, it is necessary to remember the fundamental difference between in-house training and education: the first — forms specific skills and abilities necessary for this organization, the second — is aimed at the overall development of the student in a certain field of knowledge.

There are three main types of training.

1. Personnel training is the process of systematic and organized training of personnel with appropriate qualifications for any industry with the necessary special knowledge, skills and abilities. Personnel training can be implemented in three forms: inside the organization (on-the-job), i.e. in the process of work; outside the organization (on-the-job) in specialized courses; self-study (self-training), consisting in the study of specialized literature or by training in the system of higher and secondary specialized education.

2. Professional development — the process of training personnel in order to improve knowledge and skills in connection with the growth of professional requirements or promotion. An example of advanced training is the courses (institute) of professional accountants, which trains specialists in accounting, analysis and audit for several months. Professional development can be carried out in a corporate training center (in-house form of training) or in a center for additional professional education outside the organization.

3. Retraining of personnel — training of the organization’s personnel in order to master new knowledge, skills, and ways of communication in connection with mastering a new specialty or changing requirements for the content and results of work. It is carried out at a corporate university (in-house training) or at an accredited higher education institution in the specialty profile.

In-house training allows you to solve tasks both in the interests of the organization — profit increases, labor efficiency, including the quality of work, and in the interests of a person — the quality of life increases, the opportunity to realize their needs and abilities.

In-house staff training is usually used in the following cases:

• when a person enters the organization for work;

• when moving to a new position, job, or changing the scope of authority;

• when an employee will be found to have shortcomings in the poor performance of a number of duties by him;

• when changing technology, equipment;

• when changing activities.

In-house training helps to increase labor productivity and this is beneficial for entrepreneurs.

The management of the organization should work on constantly increasing the potential of employees, their professional and personal development, since human resources, unlike other resources of the company, only increase their value over the years. From the point of view of personnel management, the development goals are:

providing trained and interested in the development of the company with personnel;

increasing the potential of employees;

solving business development tasks;

improving labor efficiency;

reducing staff turnover;

training of management personnel;

adaptation to new technologies.

By training personnel when applying for a job, improving their qualifications, the organization makes investments in human capital, which are usually considered as any action that is aimed at improving skills and abilities, and, therefore, labor productivity.

The system of professional development, elaboration and training of hotel staff is an essential part of the corporate culture of the organization and one of the most important tools for securing experienced personnel. In the learning process, it is very important to determine the motivation and preferences of employees [26, с. 42]. The employee carries out an independent assessment of his own professional competence, determines all his strengths, as well as areas of development, which in the future should be supplemented by his direct supervisor. The head, together with the HR department, must provide his employees with information about development opportunities in the company, as well as staff relocation opportunities (which exist today, as well as projected in the near future).