1 .

I n w h a t w a y s d o e s t h e e n v i r o n m e n t a l c o n t e x t o f t h e t w o
h o t e l s c o n s t r a i n o r
p r e s e n t o p p o r t u n i t i e s f o r s t r a t e g i c c h o i c e ? H o w d o c o n t e x t u a l f a c t o r s
a c c o u n t f o r t h e differences in approach to
HRM?S t r a t e g i c C h o i c e i s a f o r c e s a n d
variables
i n t h e e x t e r n a l e n v i r o n m e n t w h i c h a r e 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 thefacts and figures of employment turnover up to
its approach i n handl i ng such ki nd of situation.Mercur y Hotel i s ver y 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 notto hold and consider such issue.
2 . F r o m a b e s t f i t p e r s p e c t i v e , w h i c h o f t h e s e h o t e l s w o u l d a p p e a r t o
h a v e b e s t t a i l o r e d its HR policies and practices to its competitive strategy?For me, t he bes t
and a pr o- l abour appr oac h i s t he one t hat i mpl ement ed b y Mer c ur yHotel ,
wherei n they are after the fact of truism of any negli gence i n handl ing their peopl e,they
are advanced i n thi nking t he possibi l ities of retai ning the empl oyee, they offer
goodrelationship in terms of work, interpersonal or even personal relationship that will nurture thesuccess
of the company as a whole.
3 . Wh a t e l e m e n t s o f b e s t p r a c t i c e H R M h a s t h e Me r c u r y H o t e l
a d o p t e d a n d w h y mi g h t i t have done so?In case of Mercury hotel, their best practice is in
terms of expedient approaches in hiringnew employees to fill up vacancies that in return will not became
an obstacles or delayed inits daily operations.
4 . D r a w i n g o n t h e r e s o u r c e - b a s e d v i e w , w h a t e l e m e n t s o f p e o p l e
r e s o u r c e s c o u l d b e exploited to create competitive advantage in the hotel industry?
The resource-based vi ew (RBV)

a s a b a s i s f o r a
competitive advantage
of a f i r m l i es primarily in the application of the bundle of valuable interchangeable and intangible
tangible