Question

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2.1. Human resource planning
HRP is a process for understanding the future human resource needs of an organization. This process can target applicable directions and goals, as well as suitable policies, strategies, projects, and procedures, so as to meet the organization's HR demand and boost productivity. With the help of HRP, managers can be sure of having an adequate number of qualified workers with suitable training, and deploy these talents at the right time and right place ([Haines and Bandt, 2002] and [Liu and Wall, 2006]). Byars and Rue (2000) proposed four steps in the HRP process: (1) determining organizational objectives; (2) determining skills and expertise required (demand); (3) determining net human resource requirements; and (4) developing action plans. In the second step, the demand is predicted through judgment methods or mathematic methods. Judgment methods include interviews with experts and employers and specialists’ forecast methods (Delphi method, questionnaire). Mathematic methods include time series analysis, regression analysis, productivity ratios, and gray forecast. Different kinds of forecasts apply to different ranges and carry different advantages and disadvantages. Simple ratios and trends are useful for forecasts in a short-term, stable environment; however, long-term forecasts and strategies require accurate analysis and careful consideration of factors affecting HR demand and their influences. The regression model aims to create a model of factors related to dependent variables, so as to give forecasts and explain the influences the independent variables have on dependent variables (DeLurgio, 1998). This study adopts regression analysis to investigate the factors affecting HR demand, and compare factors affecting human resource in hotels of different sizes.
2.2. Factors affecting hotel human resource
HRP starts with understanding the internal and external factors affecting an organization, as these factors are mutually interactive. Many factors will influence HR demand: demographic statistics, policies, economic situation, technologies, skills, law, social culture, competition, sales forecast, budgets, organizational strategy, and labor forces (Byars and Rue, 2000), which range from the national level to the level of a specific organization. According to Cho and Wong (2001), HR demand is affected by economic factors, social factors, overall operation, and the characteristics of the employees. Past studies divided the factors influencing HR demand into three categories: organizational factors, industrial factors, and macroeconomic factors, which are summarized as follows:

Answer 1

2.1。人力资源规划
酶是一种认识过程未来人力资源的组织需要。这个过程可以针对适用的方向和目标，以及适当的政策，战略，项目和程序，以满足组织的人力资源需求，从而提高生产力。随着酶的帮助下，管理者可以有一个适当的培训足够数量的合格工人肯定，并部署在合适的时间与地点这些人才（[海恩斯和Bandt，2002]和[刘长城，2006]） 。拜尔斯和Rue（2000）提出的辣根过氧化物酶处理四个步骤：（1）确定组织的目标;（2）确定所需的技能和专门知识（需求），（3）确定人力资源净需求;（四）制定行动计划。在第二个步骤，需求预测，通过判断方法或数学方法。判断的方法包括专家和雇主和专家的预测方法（德尔菲法，问卷调查）的采访。数学方法包括时间序列分析，回归分析，生产力比，和灰色预测。不同种类的预测适用于不同的范围和实施不同的优点和缺点。简单的比率和趋势的预测是有用的短期，稳定的环境，然而，长期预测和准确的分析和战略要求的人力资源需求的影响及其影响因素慎重考虑。回归模式的目的是建立一个因变量相关的因素模型，以便使预测和解释的影响，自变量在（DeLurgio，1998年）因变量有。本研究采用回归分析来探讨人力资源需求的影响因素，比较因素的影响在不同规模的饭店人力资源。
2.2。酒店人力资源的影响因素
辣根过氧化物酶开始了解内部和外部因素影响的组织，因为这些因素是相互互动的。许多因素会影响人力资源需求：人口统计数字，政策，经济状况，技术，技能，法律，社会文化，竞争，销售预测，预算，组织战略，和劳动力（拜尔斯和Rue，2000年），这是从国家范围一级以一个特定的组织化程度。据Cho和黄（2001），人力资源的需求是受经济因素，社会因素，整体运作，和员工的特点。过去的研究分为三个类别的人力资源需求的影响因素：组织因素，产业因素和宏观经济因素，归纳如下：