Free Human Resource Management Report Sample

Report for Dehav Travel

Report for Dehav Travel

Introduction

Ardts, van der Velde & Maurer argued that (2013, p. 411), management development or “MD” has been defined as any education or development activity that is specifically created to cultivate the professional growth and capability of persons in order to prepare them for management and executive roles within the organization”. In fact, there are many organizations who have invested in high potential employees by enrolling them in these management development programs that aims to enhance their managerial skills and competencies (Ardts, et al, 2013).
In the case of Dehav Travel, it should be able to compete with the present tight labor market in the Western world. As an employer, it should be able to attract, motivate, and retain potential managers by means of management development (Swanson, 2009).
Creating a Management Development Programme that will suit the needs of Dehav Travel hotel means that the managers should be able to lead their administrative unit, formulate strategies, motivate their subordinates and staff, and to be able to budget or allocate financial resources to pursue the goals of the company. Part of the programme is to enact the vision of senior leadership by getting all the support in order to see these goals materialize. In order to ensure the success of the programme, the leaders should be able to monitor the “ups” and “downs” of the institutional hierarchy.
It is important for Dehav Travel to consider four essential elements to create an effective Management Development Programme to acquire a leading edge in the next two years. The first element is for the company to think and act in a global context (Smit, 2014, p.47). Secondly, the management must be able to extend their corporate objective that will emphasize accountability to society and the world. The third element is that the leaders should be trained to strictly adhere to ethical standards which may affect their thoughts, words and actions. The fourth element is that Dehav Travel should be the center for leadership learning by imparting the best business education to their people by recognizing global responsibility.

Management Development Programme for Dehav Travel

The two major trends that can be adopted by Dehav Travel in terms of management education are globalization and the quest for responsible leadership and its implications for the way management education should be conducted (Pless, Maak & Stahl, 2013, p.873). Globalization has become an important consideration for the present and future leaders since they have to prepare themselves for the challenges that contemporary corporations may face. We have been exposed to different cultures that form part of human history by having interactions with people from various countries.
Many of the managers and professionals in different work levels deal with many people having diverse ethnic and cultural backgrounds (Pless et al.., 2013). These executives have to move from regions around the world while fulfilling their job functions despite being headquartered in only one place. Many of the global virtual teams have been formed to resolve important strategic challenges in order to become globally competitive (Pless et al., 2013, p.873).
Responsible leadership and leadership approaches can be taught through traditional management education for the purpose of preparing the students and managers to face broader social and ethical issues while running their businesses. The stakeholders expect that corporations and their leaders are able to address the environmental, social, and economic threats in our society in a timely manner.

Corporate Social Responsibility (CSR) in Management Development Programme

Human resource development (HRD) will entail the key function of supporting the sustainability strategy and Corporate Social Responsibility (CSR) efforts of corporations or firms. There is a strong connection between HRM and social performance is the most important production factor or “resource” of the corporation and an integral object of CSR (Pless et al., 2013, p.873).
Some of the issues involved in this matter will include the fair and proper treatment of employees, employee duties, ethical issues in employee relations, and establishing an ecologically sustainable workplace for the workers among others.
In the case of Dehav Travel, it is expected to be a socially responsible organization by taking care of their present and potential employees by continuously improving their working conditions as part of the sustainable and responsible HRM practices. It is important for the hotel to improve on the leadership, management and organisational issues by treating their employees well.
Studies revealed that managers who had been trained in decision-making on corporate social responsibility dilemmas become good leader managers, as compared to the managers being trained in techniques of relaxation and mental silence meditation (Smit, 2014, p.50). Thus, the managers who had been exposed to a conventional teaching in corporate social responsibility are capable of making business ethical decisions. Past studies show that those managers who went the meditative route had shifted away from self-interested and moved towards more relational and ethical justifications for decision-making (Smit, 2014, p.50). It can be said that these managers were able to develop a higher consciousness of the social and environmental impacts of business decisions and business operations.

Management Development Programme Models

Part of the management development programme is to ensure that the managers are able to resolve problem concerning competencies of conflict resolution, crisis management, and stress management (Thom, 2014, p.40). Experts revealed that crisis management is a skill that is very crucial for managers since they are expected to resolve conflicts without disrupting the business. The management program should also include stress management in the curriculum to learn how to solve situations that may cause stress. It is important for companies to adopt conflict resolution mechanisms in order to avoid situations that may lead to conflicts. Crisis management will help the managers resolve situations that have escalated to crisis point (Thom, 2014, p.40).

Expected Outcomes of Management Development

The objective of management development programs is to enhance the learning and development of potential managers, and to prepare the employees for managerial roles (Ardts, 2010). For the employees, they are expected to actively participate and to be willing enough to invest in their development. For Dehav Travel, the process of examining the effectiveness of the management development programs will require different types of evaluation models. There are various models and different levels or types of evaluation such as individual, team, organization, and society levels. The four levels of evaluation will include “reaction, learning, transfer, and results” (Ardts, 2010, p.419). On the other hand, the learning level outcomes will include the individual results based on knowledge, expertise, and behavior of the employee. The performance-level outcomes shall consider the organization results including reduced costs and improved quality (Ardts, 2010).
Part of the management development programs outcomes will also include job satisfaction, management development satisfaction, organizational commitment and innovative behavior of the employees.

Evaluating the Management Development Programme

The best way to evaluate the success of the management development program can be done by using four elements. The first element is by knowing the reaction of the participants and how they feel about the program. The second element is the learning obtained by the participants. It is important to determine the effectiveness of the program if its objectives were achieved through increased knowledge, skills, and attitudes of the participants (Digman, 1980, p.9). The third element is the behavior of the participants. It is vital to determine the extent of the improvement of the on-the-job behavior of the participants as a result of the development program. The fourth and final element will be the results or outcome. By knowing the impact of the development program of Dehav Travel will mean that the organization's bottom line results shall be taken into account such the profits, costs, productivity, quality, turnover, morale, among others.

Conclusion

The kind of management education that is considered to be most conducive to develop managers who will exercise business leadership is that which is ethical and responsible in the context of a sustainability-challenged 21st century society (Smit, 2013, p.50). For Dehav Travel, management education should have ethical foundations as its core assumptions and must consider these frameworks to include responsible leadership proponents in the field management education. Dehav Travel should also explore new approaches to create a curriculum design that will effectively integrate matters of ethics and responsibility in the broad spectrum of management subjects. It is recommended that these values should be integrated in the framework of business ethics, functional management and responsible leadership (Smit, 2013). The purpose of the Management Education Programme of the company is to provide an orientation regarding the purpose of management education that has integrative design dilemma in curriculum development. In effect, it will ensure that the leaders will embrace solutions that are fit for the society and business sector founded in ethical backgrounds. It is vital to develop responsible leadership through management education by taking into consideration business ethics or corporate social responsibility as part of the curricula (Smit, 2013, p.51). In order to implement a new leading-edge management development programme, the company should be able to educate well-equipped managers and manager-leaders who will be able to pursue what is best for the common good in ways that are ethical, responsible and sustainable (Smit, 2013).

References:

Akin, G., Dunford, R., & Palmer, I., 2009. Managing organizational change: A multiple perspectives approach, 2nd ed. New York: McGraw-Hill Irwin
Ardts, J., van der Velde, M., & Maurer, T., 2010, “The influence of perceived characteristics of management development programs on employee outcomes”, Human Resource Development Quarterly, 21, 4, pp. 411-434.
Benjamin, B. M., Naimi, L. L., & Lopez, J. P., 2012. Organizational Change Models in Human Resource Development. Insights to a Changing World Journal, 2, pp. 55-66.
Blayney, C, & Blotnicky, K., 2010, Leadership in the Hotel Industry: Evidence From
Canada, International Journal of Management & Marketing Research (IJMMR), 3,3, pp. 53-66,
Carroll, B., & Levy, L. 2010. Leadership development as identity construction. Management Communications Quarterly, 24: 211–231.
Collingwood, H. 2001. Know thyself. Harvard Business Review, 79: 8.
Collins, D. B., & Holton, E. F. I., 2004. The effectiveness of managerial leadership development programs: A meta-analysis of studies from 1982 to 2001. Human Resource Development Quarterly, 15, 217–248
Collinson, D. L. 2003. Identities and insecurities: Selves at work. Organization, 10: 527–547.
Chathoth, P, & Olsen, M., 2002. Organizational Leadership and Strategy in the Hospitality Industry. Journal of Services Research, 2, 1, pp. 5-29. 
Clark, R., Hartline, M. & Jones, K., 2009. The effects of leadership style on hotel employees commitment to service quality, Cornell Hospitality Quarterly, 50, 2, pp.209-231.
Digman, L.A., 1980, “How Companies Evaluate Management Development Programs”, Human Resource Management, 19, 2, pp. 9-13.
Erkutlu, H., 2008. The impact of transformational leadership on organizational effectiveness and leadership effectiveness. Journal of Management Development, 27, 7, pp. 708-726.
Ford, R. & Heaton C., 2001. Lessons from hospitality that can serve anyone. Organizational
Dynamics, 30, 1, pp. 30-47.
Gill, A., Flaschner, A. & Shachar, M., 2006. Mitigating stress and burnout by implementing transformational leadership. International Journal of Contemporary Hospitality Management, 18, 6, pp. 469 – 481.
Huse, E.F., 1966, “Putting in a Management Development Program That Works”, California Management Review, 9, 2, pp. 73-80.
Ispas A., 2012. The Perceived Leadership Style and Employee Performance in Hotel Industry - a Dual Approach. Review of International Comparative Management, 13, 2, pp. 294-304.
Petrick, J. A., Polak, G. G., Scherer, R. F., & Muñoz, C. G., 2001. Contemporary Management and Operations Research Graduate Programs: A Review, Recommendations, and Integration. Journal of Education for Business, 77,1, pp.34-39.
Petriglieri G., Wood, .J, & Petriglieri, J. 2011, “Up Close and Personal: Building Foundations for Leaders' Development Through the Personalization of Management Learning”, Academy Of Management Learning & Education, 10, 3, pp. 430-450.
Pless, N, Maak, T, & Stahl, G 2012, “Promoting corporate social responsibility and sustainable development through management development: What can be learned from international service learning programs?”, Human Resource Management, 51, 6, pp. 873-903.
Pyron, H, & Flanagan, K.,1970, A Survey of Company Development Programs for Newly-Hired College Graduates’, Training & Development Journal, 24, 2, p. 45.
Rothwell, W, & Kazanas, H., 1999, Building In-House Leadership And Management Development Programs : Their Creation, Management, And Continuous Improvement, Westport, Conn: Quorum, eBook Collection (EBSCOhost), EBSCOhost, viewed 23 April 2015.
Smit, A 2013, “Responsible leadership development through management education: A business ethics perspective”, African Journal of Business Ethics, 7, 2, pp. 45-51.
Swanson, R. A., & Holton, E. F., 2009. Foundations of human resource development, 2nd ed. San Francisco: Berrett-Koehler.
Thom, D. 2014, “Business Leadership Continuing Professional Development of Education Management Teams in a South African School Group”, International Studies In Educational Administration (Commonwealth Council For Educational Administration & Management (CCEAM)), 42, 1, pp. 31-44.
Withiam, G., 2007. Study examines unexpected costs of turnover. Hotel & Motel Management, 222, 1, p. 18.