AMER. HOTELS IN MEXICO.   Term Paper ID:25231 Click to get this paper

Essay Subject: Examines Mexican business, legal, cultural, political & economic environments & feasibility of & barriers to expansion of U.S. hotel chains.... More...

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Paper Abstract: Examines Mexican business, legal, cultural, political & economic environments & feasibility of & barriers to expansion of U.S. hotel chains. Paper Introduction: BARRIERS AFFECTING THE EXPANSION OF AMERICAN HOTEL CHAINS TO MEXICO Introduction International business failures are often the result of poor human resources management and a lack of understanding of the cultural differences between the home and foreign countries, together with indigenous economic, legal/regulatory, and political factors (O’Grady, 1995). The implementation of the North American Free Trade Agreement (NAFTA), together with a general growth in tourism, has spurred interest on the part of American hotel chains in expansion into the Mexican market. Prior to undertaking such expansion, however, it is crucial for the management teams at such chains to fully understand and appreciate the barriers to the success of such expansion s Text of the Paper: The entire text of the paper is shown below. However, the text is somewhat scrambled. We want to give you as much information as we possibly can about our papers and essays, but we cannot give them away for free. In the text below you will find that while disordered, many of the phrases are essentially intact. From this text you will be able to get a solid sense of the writing style, the concepts addressed, and the sources used in the research paper. Mexico's population as of the 199 census was 81.5 million persons.The country's estimated population as of 1995 was 89.3 million persons(Banco Nacional de Mexico, 1998a). 48-49). Mexican"managers understand the culture and have the personal contacts necessaryfor handling a variety of business situations. World Bank. (1989, 16 May). By January 1995, thetrading level had risen to 5.76 pesos to one United States dollar, and byJanuary 1996, the trading level had risen to 7.54 pesos to the UnitedStates dollar. (1995, 23 January). Moffett, M. To overcome this factor, American hotel chainsoperating Mexican subsidiaries must implement and maintain effectivetraining programs for their Mexican workers. American hotel chains expanding into the Mexican market also must beprepared to deal with the "manãna syndrome" (O'Grady, 1995, p. Exchange StabilizationFund and by the IMF" (Naim 1995, p. All it took to reduce the interest of investors in the benefits of international diversification was for the U.S. This creates a strong unwillingness for Mexicans to confront another worker with their mistakes for fear of offending them. The Mexican financial crash exposed the motivations underlying theinternationalization of investment portfolios. As aconsequence, the Clinton Administration sought approval from Congress for a$4 billion package of loan guarantees for Mexico "aimed at calminginvestors and minimizing the risk that the Mexican crisis would spread toother countries" (Naim, 1995, p. Mexico over the past three decades has consistently registered acurrent account deficit. Impacts of Mexico'strade openness on Mexican rural women. Rather,certification is obtained simply through registration with the Mexicangovernment. 46). Prior to the collapse, the government of Mexican President Salinasrenegotiated the country's massive foreign debt, initiated market reformsthat boosted the country's international prestige, and successfullynegotiated entry into the NAFTA with Canada and the United States. Industrial Relations (Canada) 49(4),821-846. Stephens, G. American management also must "allowtime to repeat instructions and to continually check on what was previouslyagreed" (O'Grady, 1995, p. 5 ). Americans" (O'Grady, 1995, p. Speaker of the Houseof Representatives Gingrich and Senate Majority Leader Dole supported therequest, as did the Chair of the Federal Reserve Board, Alan Greenspan."Additionally, former presidents of the United States and leaders of majorcorporations urged the Congress to accede to the request. (1995, Summer). Most Mexican organizations do not follow formal performance appraisalprocedures. 51). Further, training programs for Mexican workers must be adapted tothe Mexican culture, and managers in the Mexican subsidiaries of Americanhotel chains must give "specific orders to employees and ensure there isfollow-up" (O'Grady, 1995, p. Stated inAmerican dollars, the per capita gross national product in Mexico hasdecreased one-sixth over the past ten years. TheMexican administration and the tourism industry successfully defended toministry against this attack on the grounds that the efforts of the tourismindustry are of vital importance to the overall economy of the country.The threat for the industry, however, remains in the background ifpolitical opponents of the country's ruling party gain power at thenational level (Budd, 1995b). Fringe benefits, as an average, approximate 5 percent of the nominal hourly wage rate. 48). MultichannelNews, 16(4), 1 A-13A. The findings of this examination arepresented within the context of (1) the impact of Mexican businesspractices and customs, (2) the impact of Mexican regulatory and legalissues, (3) the impact of the Mexican economy, (4) the impact of culturaland language differences, and (5) the impact of Mexican politicalenvironment. Wall Street Journal, 12 , A11. Impact of the Mexican Economy The productivity of Mexican workers frequently is enough lower thanthat of American workers to completely negate wage differentials betweenthe two countries. Unskilled labor dominates the Mexican labor market (O'Grady, 1995).Critical shortages also occur, however, in both the skilled and semi-skilled classifications. Business Quarterly, 6 (1), 42-52. 48). Authoritarian Mexican managers render subjectiveevaluations of employee performance, and do not tolerate employeequestioning of such evaluations ("Employment Practices," 1994). In Mexico, large employers are responsible forworker housing and the funding of medical benefits for workers and theirfamilies. Somewhat more than one-half of this foreign debt is held by commercial financial institutions-mostly banks-in the developed nations-primarily in the United States, withthe remainder being held by the International Monetary Fund (Banco Nacionalde Mexico, 1998b). 47). 112). (Ed.). R. To deal effectively with the manãna syndrome, American hotel chainsoperating in Mexico must implement more strict control systems in theirMexican subsidiaries than they use in the United States. The rate of natural population increasein Mexico is 2.3 percent annually (World Bank, 1997). Impact of Mexican Regulatory and Legal Issues Five of the more important regulatory and legal issues affecting theoperation of American hotel chains in Mexico involve (1) labor unioncertification, (2) collective bargaining, (3) the right to strike, (4)profit-sharing with workers, and (5) social security benefits. Their husbands want them tostay home" (Stephens & Greer, 1995, p. Mexican state-labor relations and thepolitical implications of free trade. This action wasdesigned to stimulate foreign participation in the Mexican hotel sector.With respect to the activities of the National Foreign InvestmentCommission, projects which fulfill the new guidelines are automaticallyapproved without Commission action, while those requests requiringCommission action are automatically approved if the Commission fails to actwithin a fixed time period (Moffett, 1989). If opting for an impositionstrategy, American hotel chains must understand that the submissivecharacter of the great majority of Mexicans as employees will largelydefeat most efforts involving participative management (O'Grady, 1995). Nevertheless, an increasing number of Mexican women are pursuingprofessional careers, although to a lesser extent than is the case in theUnited States (Stephens & Greer, 1995). 117). Emerging market indicators. Impact of Mexican Business Practices and Customs Relations between superiors and subordinates in Mexico are dictated byhierarchy. Mexico loosens investment rules forforeigners. References Banco Nacional de Mexico. Hotels and motels in Mexico have experienced an increase inbusiness since the devaluation of the peso (Budd, 1995a). The primary reason for thisdecrease is the fall in the international currency exchange value of thepeso. 46). Some even think of it as positive interest" (Stephens & Greer, 1995, pp. The implementation of the North American Free Trade Agreement(NAFTA), together with a general growth in tourism, has spurred interest onthe part of American hotel chains in expansion into the Mexican market.Prior to undertaking such expansion, however, it is crucial for themanagement teams at such chains to fully understand and appreciate thebarriers to the success of such expansion strategies that may stem fromhuman resource issues involving Mexican employees and American managementpractices, cultural differences between Mexico and the United States, andthe economic, legal/regulatory, and political environments of Mexico. While the prohibition of foreign ownershipof properties in Mexican coastal and border zones was not relaxed, foreigninvestors ware now able to acquire 3 -year trusts for properties in theseareas, and these trusts are automatically renewable. Plan to abolish tourism industry absurd.Travel Weekly, 54, 22-23. 128). New York: OxfordUniversity Press. Profit-sharing with a firm's workersis required by Mexican law. 44). Budd, J. Union leaders and the economiccrisis: responses to restructuring. The Mexican peso tool a further beating in the wake of the late-1994financial crash in the country. Toensure consistency, all employees doing the same job should be subjected tothe same evaluation process and outcomes of the evaluation should be basedon performance as opposed to favoritism" (O'Grady, 1995, p. a mandatory Christmas bonus equivalent to a month's salary, 1 % of the company's pretax profits, contributions to a mandatory government retirement savings plan, eight statutory holidays, double-time after 48 hours, a 25% premium for Sunday work, the right to a permanent job once an employee is past the 3 -day probationary period, a six-day vacation with two additional days for each year up to a maximum of 24 days, training for workers, 12 weeks of paid maternity leave and the right to return to work, and a 5% of payroll contribution to the Federal Workers' Housing Fund (O'Grady, 1995, p. Reviewof the Economic Situation of Mexico, 21-24. In turn, however,loyalty to a supervisor tends to defeat the team approach that is centralto a TQM (total quality management) program that an American hotel chainmay desire to implement in a Mexican subsidiary. 44). 44). The peso was trading at the level of 3.34pesos to one United States dollar in May 1994. Employment practices compared: NAFTA. It is almost considered a management privilege. Due to alack of practical education and experience, Mexicans do not develop theproblem-solving skills to discover the root causes of many problems and thegroup skills necessary to handle conflict and improve from mistakes"(O'Grady, 1995, p. 45). L. Trade law and quality of life-disputeresolution under the NAFTA side accords on labor and the environment.American Journal of International Law, 89(2), 439-453. (1997). Criticism is often taken personally making what Canadians consider constructive criticism a sensitive subject to address" (O'Grady, 1995, p. Naim, M. As the potential global impact on the international financial systemthe financial crash in Mexico became apparent, the Clinton Administrationand the Republican congressional leaders agreed on the urgency of the needto prevent a default by Mexico on the country's short-term debt. Investors were looking abroad for the high returns that they were not getting at home, given the bearishness of financial markets in the United States, Japan, and Europe. The best solution to the skilled and semi-skilledlabor shortage in Mexico for American hotel chains operating in Mexico isin-house training programs (Flynn, 1994). 5 ). Mexican compensation packages typically include "a number of bothoptional and mandatory fringe benefits and include several benefits notenjoyed by ... The Mexican crisis showed that the prospect of high yields rather than prudence motivated this internationalization. In the past, foreign companies participating inthe Mexican economy had been (1) restricted to minority equity positions,(2) prohibited from participating at all in a wide range of businessactivities, (3) prohibited foreign participation in Mexican stock markets,(4) severely restricted in the ownership and operations of hotelfacilities, and (5) subjected to complicated requirements and seeminglyendless delays by the country's National Foreign Investment Commission,which had the final say on any foreign investment proposal. There are no legal protections in Mexico regarding discrimination on the basis of gender. The explanation was that investors had realized the benefits of diversifying the risk in their portfolios by spreading them internationally, and emerging markets provided the opportunity to do so. Mexican culture differs substantially in the treatment of men andwomen in the work place from its counterpart in the United States. Employers are required to enter into a collective agreementwith a union if the represents a majority of the work force of the firm,and a majority representation is assumed unless challenged by an employer(Pupo & White, 1994). Further,Mexicans typically accept the premise that seniority takes precedence overperformance. Cook, M. Banco Nacional de Mexico. In the United States, a supervisorcan be a member of a team, acting as team leader, while accepting bothideas and questions from subordinates. (1995, April). They are crucial forsucceeding in Mexico" (Mahoney, 1995, p. Outlook for 1998. I. Economic indicators.Review of the Economic Situation of Mexico, 4 -44. "Mexicosoon became a main beneficiary of the unprecedented surge in privatecapital flow, a favorite son among the 'emerging markets.' Between 199 and 1994, Mexico became the world's second-largest recipient of foreignprivate investment, after China" (Naim, 1995, p. Mexico had attracted a "lot of acclaim for its economic reformsof the proceeding years, largely following the US-backed model for economicdevelopment. 5 ). Thus, formal performance appraisaltends to be viewed with suspicion and distrust at best by Mexican employees(O'Grady, 1995). The proportion of women in theMexican work force is lower than that in the United States; however, thefemale/male ratio in management is comparable to that in the United States(Gladwin & Thompson, 1995). G. But Mexico's new economic system showed itself to bepowerless in the face of external factors beyond its control" (Naim, 1995,p. These benefits include ... InMexico, deadlines tend to be flexible and delays are the norm, while in theUnited States, "deadlines and commitments are considered to be firm"(O'Grady, 1995, p. Social security benefits accrue outside ofofficial government programs, such as the pension scheme of social securityin the United States. American hotel chains intending to use formal appraisal processes inMexican subsidiaries should inform their Mexican employees "well inadvance" as to the evaluation criteria (O'Grady, 1995, p. InMexico, male supervisors customarily kiss "their female secretaries on thecheek at the start of the day" (Stephens & Greer, 1995, p. 49). Mexico's larger story. The man is out in the world having fun (he is the sinner.) So, the only way the woman can get anything done is to become very manipulative. As an example,external monitoring systems frequently are required in Mexican subsidiarieswhere such systems would rarely or never be used in the United States(O'Grady, 1995). Centralized decision-making is the norm, and Mexican employeesare reluctant to take on any responsibility at work. Changing superior-subordinate relationships among the staff of aMexican subsidiary of an American hotel chain can be an exceptionallydifficult task. Theliteral translation of manãna is tomorrow; however, the typical meaning ofthe word in an organizational context when used by Mexican employees is"not today and not necessarily tomorrow either" (O'Grady, 1995, p. The Mexican financial collapse of late-1994 took the world bysurprise. It is not uncommon for Mexican employees to follow theirsupervisors from firm-to-firm (Stephens & Greer, 1995). A refusal to extend this financial support, PresidentClinton suggested, would throw Mexico into a major political and economicupheaval, which was bound to hurt the United States. In 1995, in the name of budget-cutting, a proposal was made in theMexican Chamber of Deputies to abolish the Ministry of Tourism. O'Grady, S. American Journal of AgriculturalEconomics, 77(3), 712-718. Mexico is one of those countries considered to be on the vergeof becoming an industrial market economy (World Bank, 1997). 49).These attitudes may be explained within the context of internal andexternal control-Mexicans tend to feel that they have almost no controlover the factors that affect their lives, while Americans tend to feel thatthey have nearly total control over the factors that affect their lives.American hotel chains operating in Mexico must consider this issue indeveloping policies involving employee motivation and reward. Sexual harassment is perfectly acceptable. The underlying scenario wasdescribed as follows: The voracious appetite in the United States and other industrialized countries for investments in emerging markets was initially interpreted as a reaction to opportunities created by economic reforms. 5 ). Peso's drop is Mexican hotels' gain.Travel Weekly, 54, 22. HR in Mexico: What you should know.Personnel Journal, 73(8), 34-41. World development report 1997. A challenging employer may not require proof ofmajority representation by a union until after a strike has been called bythe union. In the"absence of legislation prohibiting gender discrimination and due toprevailing social mores, Mexican employers tend to hire married men first,then single men, single women and finally (and rarely) married women"(Stephens & Greer, 1995, p. Economist, 342, 1 8. Organizational Dynamics, 24(1),39-55. "Even if an effective performance appraisal process was developed, Mexicans would most likely have an aversion to implementing it because of their views about harmony and conflict; their desire is to preserve positive relations with others. Gladwin, C. (1995, Summer). Summary and Conclusion This research examined barriers that may affect the expansion ofAmerican hotel chains to Mexico. (1998a, February). If opting for anadaptation strategy, it is important for the American hotel chain to employindigenous managers for the Mexican operation. In no other Latin American country has theforeign debt problem been more serious than it has been in Mexico.Mexico's total foreign debt exceeds US$1 billion. Neither Mexican managers nor their employees, therefore, areknowledgeable of this procedure when it is introduced by American hotelchains in their Mexican operations. On 15 May 1989, Mexico announced significant changes in that country'sforeign investment rules. (1998) The statesman's year-book 1998-1999. Pupo, N., & White, J. Mexico's actions with respect to foreign investment represent yetanother attempt by the country to address its severe foreign debt problem.By encouraging investors to bring more money into the country, thecountry's international payments position will, it is hoped, be improved.The new investment rules require that foreign investors raise all necessarycapital from sources outside of Mexico, and to assure that foreign exchangeflows related to any of their projects in Mexico either balance or providea positive flow into Mexico for the first three years of operation (Budd,1995a). Garvey, J. Thus, management of details is a necessityin the Mexican operations of American hotel chains. Per capita gross national product in Mexico is US$1,73 . Legalguidelines exist with respect to labor union certification, collectivebargaining, dismissal, compensation, maximum working hours, vacations,housing benefits, profit-sharing, the right to strike and social securitybenefits (Cook, 1995). 126). Federal Reserve Board to raise interest rates or for the Mexicans to devalue their peso" (Naim, 1995, p. American hotel chains desiring to expand into Mexico can either adaptto the Mexican organizational culture or attempt to impose an Americanstyle of management on their Mexican employees. (1998, 7 March). A recalcitrantCongress, however, refused to approve the rescue package" (Naim, 1995, p.127). In the United States, thus, "beingone of the team reflects respectability whereas, in Mexico, sharing poweris often viewed as a sign of weakness" on the part of the manager (O'Grady,1995, p. (1995, Autumn). 5 ). Flynn. 43). Mexico's tourism industry benefited in the short-term from theeconomic crisis that followed the crash in the value of the peso.According to the Mexican Tourism Ministry, first-quarter 1995 tourismearnings were up 2 percent compared with the same period in 1994, andoccupancy rates were averaging approximately 8 percent at luxury seasideresorts. (1995, Winter). Mahoney, W. Mexicanlabor laws are strong, and are designed to protect the worker. 126). Mexican supervisors must be taught to delegate authority, whileMexican workers must be taught to accept and use authority. Fishing the talent pool. These benefits include such items as bonuses for coming to work(Mexican firms both expect and are tolerant of high rates of absenteeism),transportation and meal allowances, daycare for children, and educationallowances (Flynn, 1994). The peso appears to bestabilizing, but at a level far higher than the trading level thatprevailed prior to the late-1994 financial crash ("Emerging MarketIndicators," 1998). Foreign investors are now allowed to hold a 1 percent equity inenterprises with total assets valued up to and including US$1 million.Foreign investors are prohibited from activities only in specifiedstrategic sectors of the economy, such as petroleum, basic petrochemicals,and electric power generation. President Clinton then acted on his own initiative by assembling "analternative rescue package that did not require congressional approval andthat relied heavily on funds supplied by the U.S. Impact of Cultural and Language Differences The Mexican cultural characteristic that places family first in aperson's life facilitates the transfer of individual worker loyalty to theperson's supervisor in an organizational environment. A young woman would never think of complaining about sexual harassment. In the 199 s, 72.6percent of Mexico's population reside in urban areas. Stephens and Greer (1995)observed that "a very unusual male-female thing" exists in Mexican culture(p. (1998b, January). Hunter, B. Many Mexican employers continue to favor males hiring. (135thed.). M. (1994, Fall). With respect to motivation and reward, O'Grady (1995) cited thefollowing adage in explaining the motivation and reward situation inMexico: "Mexicans work to live, whereas Americans live to work" (p. (1995b, 17 April). This research examines barriers that may affect the expansion ofAmerican hotel chains to Mexico. The changesreversed many of these situations (Moffett, 1989). Mexico's economy is classified by The World Bank as middleindustrial. The use ofexpatriate personnel in Mexican subsidiaries by American hotel chainsgenerally is unsatisfactory, especially at the managerial level. The strong respect for authority that characterizes Mexican employeestends to make the task of employee management easier than it is in theUnited States (Stephens & Greer, 1995). Foreign Policy, 112-13 . As of March 1998, the trading level had increased furtherto 7.6 pesos to one United States dollar. Doing business inMexico: Understanding cultural differences. Approximately 55percent of the Mexican population lives in urban centers of at least5 , persons (Hunter, 1998). While barriers to the successfulparticipation in the Mexican hotel industry by American hotel chains arenot insurmountable, significant risks are involved in such a strategy. 5 ). Profit-sharing payments occur in the form ofannual bonuses paid to workers. Because the skill levelsamong average Mexican workers is quite low, however, such training programsfor Mexican workers, to be effective, must be structured at a much morebasic level than are similar training programs designed for Americanworkers. Further, the assistance would have made money for the Americangovernment, as the Mexicans would have had to pay steep fees for using theloan guarantees. New York: St. 48). (1994, August). Further, high quality managerialpersonnel, while available in Mexico, demand compensation commensurate withsalary levels for comparable positions in the United States. Mandatory benefits, as an average, range from 3 percent-to-4 percentof the base payroll. (1994, December). Doing business in Mexico: the humanresource challenges. (1995a, 24 April). (1995, August). An Americanhotel chain operating in Mexico can expect difficult in each of these tasks(O'Grady, 1995). Women comprise approximately 43percent of the work force in Mexico, but account for less than 2 percentof managers in Mexican organizations). In the "conventionalMexican organization, management directs rather than inspires. In turn,the evaluation criteria "must be objective and within the control of theemployee in order to minimize the evaluation being taken personally. Martin's Press. The industrial sector of the Mexican economy ishighly unionized-approximately 9 percent. Benefits &Compensation International, 24(5), 35-36. K., & Greer, C. H., & Thompson, C. Budd, J. Latin American Perspectives, 22(1),77-94. Conversely, there remains in Mexico a "deeply rooted expectation thatonce married, a woman should stay at home. Mexican labor unions "have broad rights, including the right tostrike during negotiations and the right to stage strikes in sympathy withother unions" (Garvey, 1995, p. Further, American hotel chains operating in Mexico frequently payadditional benefits to their Mexican employees that Mexican employers donot pay. Gasoline prices, set bya government monopoly, increased by about 4 percent in 1995, electricityrates rose 2 percent, and highway tolls were raised from 1 -to-4 percentin different parts of the country (Budd, 1995a). While suchbehavior likely would be construed as unwanted sexual harassment in theUnited States, women in the Mexican work place expect such behavior on thepart of their supervisors, and tend to regard such actions as signs ofapproval. Mexican employees-both supervisors and workers-must beeducated in the benefits to both individuals and the firm of making such achange. Both vacancyrates and earnings have improved. Impact of Mexican Political Environment Actions taken by the Mexican government in the wake of the peso crisisin 1994 may harm the lodging and tourism industry over the long term. "When all of the additionalbenefits are included with the base rate of pay, the disparity betweenwages in Mexico" and the United States shrinks substantially from theenormous gap that exists when only base compensation levels are compared(O'Grady, 1995, p. On 1April 1995, Mexico's value-added tax was increased 5 percent to 15percent, although the tax level was allowed to remain at 1 percent inborder areas and on the Baja California peninsula. Once married, the woman is on a pedestal (the saint). Barriers Affecting the Expansion of American Hotel Chains to Mexico Introduction International business failures are often the result of poor humanresources management and a lack of understanding of the culturaldifferences between the home and foreign countries, together withindigenous economic, legal/regulatory, and political factors (O'Grady,1995). This aid package, which in principle did not imply any disbursement onthe part of the US Treasury, was collateralized with the receipts ofMexican oil exports and was contingent on Mexico's adoption of harshreforms. Mexican employeesexpect their immediate supervisor to make all decisions directly affectingthem, and their loyalty to the supervisor is stronger than is their loyaltyto the firm. Mexican labor unions are notrequired to be certified through a vote of a firm's employees. If this paper is not what you are looking for, you can search again: Search for: or Click here to request an essay written just for you.

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