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Organizational Chart (Appendix 2)
The general manager has the responsibility of the hotel’s operation, and the room division manager is also the hotel’s manager assistant.

2 Situation Analysis

2.1 Human Resource Management
The Copthorne Hotel has a range of human resource practices, because the managers at the Copthorne Hotel realize that the greatest impact on both service quality and productivity in hotels is likely to derive from efficient and effective HRM practices.

2.1.1 Recruitment and Selection
The Copthorne Hotel has a comprehensive recruitment and selection strategy, including the attraction of older employees, incentive employee referral programs. Recently, the hotel consciously seeks out more mature workers for highly specialized and sensitive, positions such as concierges, front-of-house receptionists and guest liaison. The Copthorne hotel employment is increasingly focused on “older” employees, especially 25-34 year old, due to their low turnover and higher productivity rates. Innovative sources and recruitment practices will ensure value-added recruits who are already oriented to the demands and opportunities of a career within the hotel. The Copthorne Hotel also includes the internal recruitment, which considers promoting or transferring existing employees. Internal recruitment is a good management practice for all vacancies in the hotel, and particularly those that may be seem by existing employees to be promotions, to be advertised internally on the hotel’s HOTSPOTS. In order to attract good quality employees, the Copthorne Hotel is also re-developing a competence-based questionnaire for selecting the right employees.

2.1.2 Training and Development
There is a training policy in the Copthorne Hotel, which will exceed the expectations of customers and will result in consistently high service standards across all brands, creating outstanding service experiences for both internal and external customers. This training program relates to Food and Beverage Service, Accommodation Services, Front Office, Guest Services Operational Supervisory and Management training. Human Resource department will cover employee time costs. Moreover, the Copthorne Hotel is endeavoring to effect culture-change and enhance employee motivation by cross-exposure training between hotel departments, regular communication meetings and supervisory monitoring programs. Management development and succession plans are also proposed. In similar vein, and closely associated with its new corporate vision, J. Simpson, who is the HR Manager sees her role as a communicator, negotiator, and monitor, giving support to supervisors in their training and development functions.
2.1.3 Performance Appraisal
At the Copthorne Hotel, where is a performance appraisal process called the Employee Performance Feedback system (Appendix 3), which is completed by the department manager annually. This process let the manager and employees know how well they are doing their jobs and what steps should be taken if performance improvement is needed. The Copthorne Hotel management uses the performance appraisal that classifies jobs into a number of grades. These grades then become the basis of compensation administration. After the jobs are quantifi本论文由英语论文网提供整理，提供论文代写，英语论文代写，代写论文，代写英语论文，代写留学生论文，代写英文论文，留学生论文代写相关核心关键词搜索。