2.2 Human Resource Management (HRM)
This paragraph will be discussing human resource management within the hospitality industry. Nickson (2013) and Torrington et al. (2011) are two of the key authors in human resource, their views have been widely adapted by different studies within this field. Nickson (2013) suggests that human resource management (HRM) is not easy to define, there is no common agreement on what HRM means and there is no single definition that will adequately describe the potential complexity of the topics. It is somewhat subjective and may be interpreted differently depending on what position the people are in (Nickson, 2013).Torrington et al. (2011, p.25) described Human resource management as the basis of all management
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The hospitality industry has been confirmed as the UK’s fourth largest industry, with 2.92 million direct employments with an additional 775,000 indirect employments totalling over 4.6 million jobs (British hospitality association, 2015). Hospitality is commonly regarded as having high staff turnover, low entry barrier and being an employee focused industry. According to the survey of the British hospitality association(2015) nearly half of the companies show their staff turnover being 21%+, 31% of respondents stated their staff turnover between 11-20%, and only about 23% of the companies reported a staff turnover between 0- 10%. This is extremely high compared to any other industry (UK average labour turnover is 10.6% in 2013 (Xperthr, 2013). From the figures it can be argued that the key challenge for most of hospitality companies is to minimise staff turnover without affecting their service and products (Xperthr, 2013). According to British hospitality association report (2015) the hospitality industry has been at the forefront of the economic recovery over the past five years, creating jobs in every region of the country for people of all ages and skill level. It is the second largest industry that contributes to new jobs during 2010-2014. The quantity of hospitality jobs is unquestionable, however Nickson (2013) has a pessimistic view of the jobs hospitality produced, and also with the workforce category those jobs attract such as woman in hospitality. Nickson(2013, p.2) stated “organisations in the tourism and hospitality industry are facing real challenges in recruiting, developing and maintaining a committed, competent, well managed and well-motivated workforce, which is focused on offering a high quality ‘product’ to the increasingly demanding and discerning
The Department of Human Resources is involved with many important aspects of a business, like staffing, compensation, benefits, and much more. As the new Director of Human Resources for a 150-room, full service hotel in downtown Sheboygan, I am in charge of turning around the hotel. Some urgent tasks include hiring and training new candidates for two open positions, revising the training and incentive programs, and finally, improving the overall morale of the employees.
Lindsay Alanson is a 15-year experienced professional that has moved up the hospitality ranks through her hard work and effective management style. One of the best programs developed by Lindsay in the past has been an initiative to increase motivation for the lower paid employees. Lindsay has now been recruited by Grand Chancellor Resort to take on the challenge of lowering the employees’ 20% retention rate as the quick turnover of employees is costing the resort an excess amount of money. Not only would the resort like to cut the cost of the hiring process but also maintain the reputation of best places to work as they were finalist in the best places to work awards in 2006.
Kusluvan, S., Kusluvan, Z., Ilhan, I., & Buyruk, L. (2010). The Human Dimension A Review of Human Resources Management Issues in the Tourism and Hospitality Industry. Cornell Hospitality Quarterly, 51(2), 171-214.
When looking at the overall perceptions and attitudes of hospitality students, there is relatively little evidence that a comprehensive research has been conducted in this area.(25) A key study in this area found that some of the factors that seemed to account for the negative attitudes towards careers in hospitality, formed after students had undertaken a practical work assignment, are: stressful jobs, lack of family life owing to the nature of the work, long working hours, exhausting and seasonal unstable jobs, low social status jobs, unsatisfactory and unfair promotions, low pay and insufficient benefits, unqualified managers, poor attitudes and behaviour of managers towards employees, unqualified co-workers, poor attitudes and behaviour of co-workers, and poor physical working conditions for employees.(26) A longitudinal case study found that over a period of fourteen years students’ views of the hospitality industry had become much more negative.(27) Furthermore, a study revealed that students who have undertaken a period of work experience have opposing views of the industry to those students just beginning their hospitality course.(25) Furthermore, it is argued that a substantial number of graduates leave the industry owing to poor working
There are research been done by stated the highest turnover rate occurs during the first and four weeks on the job, so it was important to retain the newcomers during the beginning of entering new organizations (Kennedy and Berger,1994). Another research showed the most turnover among employees occurs within the first few months (Lundberg and Young, 1997). Hospitality is a labor intensive business, and is one of the industry which highly need of labor. According to Kusluvan (2000), the development of the locality in terms of infrastructure and tourism will direct effect the amount of labor needed. In developing countries such as Malaysia, the rapidly growth in tourism will required large amount of labor to work in
"Any hotel is only as good as its personnel." This statement made by Gordon McGregor, the hotel manager, clearly portrays Corporate Strategy influencing HR policies and procedures. When Natalie Sharp the Director of Personnel, Gordon and the Supervisory Staff adjourned their meeting on contemplating how they might develop a good HR strategy to attract good work candidates, and fill the remaining available positions at the hotel. Another way corporate strategy influences HR strategy is through Distinctive Competence. Gordon has 15 years experience with this chain and for the last two years he has been highly involved in the planning of Tall Pines Center. Natalie has worked with 2 other hotel chains and helped open a new 100-room motel in the southwest recently. Their experience combined wi...
Wu, Z., Roboson, S., & Hollis, B. (2013). The application of hospitality elements in hospitals/practitioner application. Journal of Healthcare Management, 58(1), 47-62. Retrieved from: http://ezproxy.aut.ac.nz/login?url=http://search.proquest.com/docview/1287979397?accountid=8440
My view of the hospitality literature was that of a navigator. The resort’s training and management development literature saw employee turnover as a problem, with potential of a negative impact within the local hospitality industry. I would also define the resorts employee turnover as continual and is something that must be faced, head-on. Managers in this industry can follow the recommendations within the literature. I feel the literature is a navigator rather than director, as it may only offer routine
In this report I have also shared my personal thoughts on managing diversity and equality in the hospitality industry, future trends, and how these may influence the work environment and employee
An organizational human resources department utilizes the hiring and firing process to meet the organization’s personnel needs. Organizational human resource departments are charged with the oversight of an organizations administration department. The practice of hiring and firing people is a process employer’s conducts on a daily basis. This process has to be done in a proper manner and not in haste. The implication that can occur from the improper hiring and firing process could and can have a positive or negative impact on an organization. Therefore, employers must carefully evaluate their decision to hire/fire individuals and its impact on the organizations’ workplace environment and others employees. Human Resource Management is important for an effective organization. In today’s organization, HRM is valuable to the organization because of increase legal complexities and its known for improvement in productivity. However, management should realize that poor human resource management could result in an outburst of hiring process followed by firing or layoffs. According to (Satterlee 2013, p. 194), “Hiring the best candidate who is also a good fit for the organization is crucial for the success of an organization, because a poor hiring decision will have repercussions across the entire organization”. Satterlee made a valid point because poor hiring could have an impact on the bottom line performance of the firm. In other words, HRM is the contributing factor to the success of the organization including motivating and maintain the staffs. The purpose to the motivation is to ensure that all employees grow to a full potential. According to (Sims 2006, p. 5), “HRM efforts are planned, systematic approaches to increasing organizati...
Motivated employees are the heart of any organisation and the hospitality industry cannot escape to it. Since employees are considered as the most valuable assets of an organisation, management has to invest on the different
According to our textbook Human Resource Management (HRM) is the policies, practices, and systems that influence employees’ behavior, attitudes, and performance. “The human resources management process involves planning for, attracting, developing, and retaining employees as the HRM planning provides the rights kinds of people, in the right quantity, with the right skills, at the right time (Lussier, 2012, p. 240).” According to our textbook the typical responsibilities of the Human Resources department fall into three categories, and they are administrative services and transaction, which handle hiring employees. The second involves business partner services that focus on attracting, evolving, retaining employees by having a clear understanding
Starbucks, begun as a single store as a roaster and retailer of whole bean and ground coffee, tea and spices in 1971 in Seattle, Washington. As of 29th September 2013, Starbucks has grown to more than 19,000 stores in over 60 countries with approximately 200,000 employees worldwide and $14.9 billion in revenues in fiscal 2013 (Starbucks, 2013; Starbucks, 2014). Starbucks is dedicated to inspiring and nurturing the human spirit. Committed to serving the finest coffee, creating an exceptional customer experience, and being a great place to work. Starbucks call and treat their employees as partners and honored to be acknowledged for their efforts (Starbucks, 2012). Fortune magazine has published a list of the 100 best companies in the United States every year since 1998, Starbucks is rewarded this award ever since the first year, only except the year of 2001(Hinkin & Tracey, 2010; Starbucks, 2012).
James Richards, Shiona Chillas, Abigail Marks, (2012) Every man for himself Teamwork and customer service in the hospitality industry, Employee Relations, Vol. 34 Iss: 3, pp.235 - 254
This report describes the term known as Corporate Hospitality, identifies and describes its role and function within the market. The purpose of the report is to evaluate and explain possible benefits and issues, businesses may face when operate within the industry.