Harmon Hotels must make a choice between using home country managers (American) or local country managers (French) for their new acquisition in France. Half of the acquired company will be sold for asset value, the other half will have the properties converted to the Harmon brand. There are a number of things that Harmon must take into consideration when making this decision.
The first thing is that there is a significant cultural gulf between the United States and France. The French workers will have zero experience working for an American company, and therefore are likely to find the American business culture and the American way of doing things quite challenging. They will expect to retain their jobs if they hotel is going to be kept -- even during remodeling they will expect to be paid. It is possible that all of the old staff will be let go, because the company was performing poorly to become an acquisition target, but new employees are going to be predominantly French as well.
Language is actually a very important consideration here. There are two...
Harmon Hotels The main problem that Harmon Hotels is facing is that of cultural differences. As a corollary of this problem, the organization has no experience as a global company: all its hotels are in the United States and the expansion to France is the first part of a larger expansion project to Europe. As a consequence, the company will face communication and integration problems as it moves to the European
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Leveraging �Green� Human Resource Practices to enable Environmental and Organizational Performance: Evidence from the Qatari Oil and Gas IndustryAbstractAlthough the theoretically important role of green human resource management (HRM), relatively little research has been discovered so far about this role particularly in Oil and Gas industry. We contribute to fill this gap by developing and testing a set of hypotheses to provide a first attempt at analyzing the antecedents and
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