Reference no: EM133041952

ALM is a hypothetical Australian hotel chain operating in Australia, New Zealand, Thailand and Indonesia. The company employs 4,515 employees, of which approximately 18 percent are managers including both junior, middle and high level ones.

Prior to Covid-19, the company had a very competitive reward system. Some main figures of this system are as follows:

1. Competitive base salary -ALM was paying in the top 25% or higher range in the market.

2. Allowance - generous allowance covering mobile phone fees, work clothes.

3. Incentives and bonus - there was no incentives but bonus was linked to the company's revenues.

4. No share options

5. Benefits - ALM had an attractive benefit scheme including medical insurance, childcare, flexible work schedules, holidays.

6. Perquisite for executive, including company car including drivers to and from work, convenient parking, financial planning, the use of company hotels for personal travel.

7. Intangible benefits - including working environment, training opportunities both in Australia and overseas, clear career path including fast track opportunities.

It goes without saying that during COVID-19, the hospitality industry has been hit hard. Cash flow is thinning and so too are workforces, with ALM undergoing redundancies or taking measures such as pay cuts, forced leave and stand down periods for large parts of their organisations.

QUESTION 1

In what ways has Covid-19 affected ALM's HR system? Use bullet points, provide an analysis of the way three HR functions might have been affected.

Notes:

1) Examples of HR function are recruitment and selection, performance appraisal, training and development, the reward system, managing diversity, international HRM, etc.

2) If you choose international HRM, focus on individual HR function(s), e.g. international recruitment and selection, international remuneration, etc.

3) You can use a mixture between domestic and international HRM functions.