Strategic Choice is a forces and va

Strategic Choice is a forces and variables in the external environment which are dynamic, and that business strategies are affected by the interactions between these factors.For the two hotel, their concept in hiring and keeping employees are relative different, from the facts and figures of employment turnover up to its approach in handling such kind of situation.Mercury Hotel is very much concern with the fact of high turnover rate compared to Luna Hotel whose thinking are the availability and large component of labour market is a concrete fact not to hold and consider such issue.2.From a ‘best fit’ perspective, which of these hotels would appear to have best tailor edits HR policies and practices to its competitive strategy?For me, the best and a pro-labour approach is the one that implemented b y Mercury Hotel, wherein they are after the fact of truism of any negligence in handling their people,they are advanced in thinking the possibilities of retaining the employee, they offer good relationship in terms of work, interpersonal or even personal relationship that will nurture the success of the company as a whole.3.What elements of ‘best practice’ HRM has the Mercury Hotel adopted and why might it have done so?In case of Mercury hotel, their best practice is in terms of expedient approaches in hiring new employees to fill up vacancies that in return will not became an obstacles or delayed inits daily operations.4.Drawing on the resource-based view, what elements of people resources could be exploited to create competitive advantage in the hotel industry? The resource-based view (RBV) as a basis for a competitive advantage of a firm lies primarily in the application of the bundle of valuable interchangeable and intangible tangible

Results (English) 1:

Strategic Choice is a forces and variables in the external environment which are dynamic, and that business strategies are affected by the interactions between these factors. For the two hotel rooms, their concept in hiring and keeping employees are relatively different, from the facts and figures of employment turnover up to its approach in handling such kind of situation. Mercury Hotel is very much concern with the fact of high turnover rate compared to Luna Hotel whose thinking are the availability and large component of labour market is a concrete fact not to hold and consider such issue. 2. From a ' best fit ' perspective, which of these hotels would appear to have the best tailor edits HR policies and practices to its competitive strategy? For me, the best and a pro-labour approach is the one that implemented b y the Mercury Hotel, wherein they are after the fact of truism of any negligence in handling their people, they are advanced in thinking the possibilities of retaining the employee, they offer good relationship in terms of work, interpersonal or even personal relationship that will nurture the success of the company as a whole. 3. What elements of ' best practice ' HRM has the Mercury Hotel adopted and why might it have done so? In case of Mercury hotel, their best practice is in terms of expedient approaches in hiring of new employees to fill up vacancies that in return will not became an obstacles or delayed inits daily operations. 4. Drawing on the resource-based view, what elements of people's resources could be exploited to create competitive advantage in the hotel industry? The resource-based view (RBV) as a basis for a competitive advantage of a firm lies primarily in the application of the bundle of valuable tangible and intangible interchangeable