Human Resource Management for Tourism Hospitality and Events – Management Assignment Help

Assignment Task:

Task:

Introduction
What is human resource management?
Human resource management (HRM) is a business function that aims to improve employee performance in order to achieve the company’s strategic goals and objectives. HRM is more specifically concerned with the management of people inside organizations, with an emphasis on policies and procedures. (Van der Wagen, L., 2009)
Human Resource Management has become a necessary part of any company. The success of any firm is determined on its staff. Employee performance may be a liability or a profit generator for a company. As an HR professional, you will play a critical role in the success of your organization. Effective human resource management (HRM) is critical for businesses of all sizes. It boosts staff morale by fostering and strengthening employee-employer relationships. HR may provide employees with any assistance they require in order to improve their performance.
This is particularly true in the hotel business, where the majority of consumers connect services that rely heavily on personnel. Two of the most difficult challenges in the hospitality industry are employee retention and satisfaction. When it comes to customer service, reputation is important in the hotel sector, and workers are on the front lines. As a result, human resources are critical in the hotel industry. (Davidson, M.C., McPhail, R. and Barry, S., 2011.)

• Human resource departments may be able to determine what employees need in each area, as well as make plans for future needs. The hotel must either hire additional workers or reduce the number of employees hired in order to adjust at each phase. This aids the HRM team in prioritizing and addressing issues via the use of pre-determined techniques. It also makes it easier for systems to evolve and progress.
• Even if hiring workers is not financially possible, the hotel’s human resource management team may be able to determine peak and off-peak hours so that part-time employees may complete the job process quickly and with the necessary training to maintain service quality without losing guests.
• Due to a talent shortage, the human resource department will be unable to meet the company’s objectives if this plan is not adopted. Without professional HRM, the event and hotel industries, particularly those heavily involved in the service sector, cannot operate profitably. (Warner, M., 2010.)
• Technical developments may need the hiring of industry specialists for training; these contingency plans will assist to inspire personnel, decrease attrition, and ensure that service quality is always high in a company with a well-trained staff.
• If the hotel’s human resource department does not have a proper contingency plan in place, the hotel will be unable to meet the needs of its employees. Several businesses have a contingency plan in place in case the deal does not go as planned. Even in such cases, the HR department’s contingency plan is crucial.
• Recruitment & Selection
• The process of discovering suitable candidates for a vacant post and encouraging them to apply is known as recruitment. The process of selecting the best candidate from a pool of candidates and presenting them with an employment offer is known as “selection.” Recruitment is an excellent procedure that seeks to increase the number of job candidates.
• In the service industry, this is critical for maintaining products and processes in order to attain maximum production. In the event and tourist sectors, there are two forms of employee participation: front-of-house and back-of-house. To do their responsibilities, these personnel need a diverse set of skills and expertise. (Cheng, A. and Brown, A., 1998)
• There are several stages to the recruitment process that must be accomplished.
• Recruitment Planning – – A pre-planned recruitment approach is referred to as a recruiting plan. It provides businesses a deadline to locate qualified candidates while limiting downtime. A recruiting plan lays out the objectives for a certain post.
• There are various job titles in the hotel industry, including receptionist, room service staff on the lodging side, and food and beverage in the back of house service. This category includes chefs, kitchen helpers, restaurant managers, and a range of other employees. The experience category includes water sports managers, diving masters, and a range of other jobs. As a result, it’s critical to prepare ahead of time for such individuals’ careers during the recruitment planning stage. (Kelliher, C. and Perrett, G., 2001)
• Strategy Development – The HRM department faces a difficult challenge in developing a recruitment strategy. The recruitment team is unable to offer a status report on the strategy’s implementation. The notion must be accepted by the whole HR Management Team.
• This must be coordinated with the hotel’s strategic planning to guarantee that the human resource department is well-staffed and that the hotel’s objectives are met.
• Searching – The next step is to persuade job seekers to join the organization. One of two approaches is used to find candidates. Recruiting from within the company is considerably easier than recruiting from outside. Employee engagement and loyalty are increased by in-house recruiting since employees are aware when there is a first chance for internal employees.
• Internal sources make it easier and less expensive to locate internal candidates. Internal people may lack knowledge or capacity due to a lack of resources, such as a limited number of employees at a hotel or event venue. External sources, on the other hand, are frequently preferred because internal people may lack knowledge or capacity due to a lack of resources, such as a limited number of employees at a hotel or event venue. External sources can help to reduce these mistakes.
• Screening – Applicant screening is the process of assessing whether or not a candidate is qualified for a position based on their education, experience, and résumé information.
• Candidates are screened to determine whether or not they should advance to the next step of the recruiting process. Screening applicants for interviews aids in the compilation of a list of the best candidates for the job, who are subsequently considered for the position. Above are the hotel positions that are the greatest fit for your degree, experience, and skill.
• Evaluation and Control – The final stage of the recruiting process is the assessment and monitoring of the recruitment program. Every process needs recruiting review and monitoring to verify that the process has met its objectives and expenses. Whether the hotel has employed the best people to provide the best service to its customers. (Ashton, A.S., 2018)
• Additional duties in human resource management include human resource planning and job analysis.
• A job is a set of tasks that are given to certain individuals in order to guarantee that the organization’s objectives are met. A position analysis is when this job is evaluated in terms of determining the talents, responsibilities, and knowledge necessary to perform duties. Throughout the Human Resource Planning process, there are four major factors to consider.
• Manpower requirements forecasting – Based on the business strategy and expansions, how many staff does the hotel or event management firm require? Make preparations for future need.
• Developing Policies – During the planning stage, the approach to properly perform job duties should be clearly specified. What time does the restaurant open and close, for example, if it’s a hotel restaurant?
• Effective policy implementation is critical for meeting the forecasted goals.
• Controlling or monitoring rules to guarantee that the appropriate individuals are hired for the right positions at the right time, in the correct quantities.
• An organization’s human resource planning process must be strategically integrated with the entire company strategy in order to produce accurate estimations for people requirements and have information about critical HR elements readily available.
• Short-term human resource planning is based on long-term human resource planning, which is usually done for a year. It helps achieve long-term goals, and one of the most important aspects of short-term Hunan Resource Planning is matching existing human resources to open positions.
• Gathering and assessing crucial information about a work is part of the job analysis process. In this study, the data gathered from a task is utilized to make judgments. Job analysis includes both Job Description and Job Specification, as well as an assessment of the job’s nature and the knowledge, skills, and attitude of the jobholder. A Work Description, on the other hand, is a written record of the qualities and qualifications that a Jobholder should possess in order to perform a job, whereas a Job specification is a written record of the characteristics and qualifications that a Jobholder should possess in order to perform a job. (Hoque, K., 2013)
• Managing performance
• Performance management is a corporate management approach that assists managers in tracking and evaluating the performance of their staff. Performance management is to create an atmosphere in which individuals may realize their full potential and deliver high-quality work in the most efficient and effective manner feasible.
• A systematic performance-management program ensures that managers and workers are on the same page when it comes to objectives, goals, and career advancement, as well as how an individual’s work fits into the company’s overall vision. Common performance management techniques include setting and monitoring goals, objectives, and milestones.
• Managers can utilize performance management systems to alter workflow, suggest new assignments, and make other choices that will assist employees in achieving their goals. As a result, the firm is able to achieve its objectives and operate at peak efficiency.
• Incentives and recognition are an incredibly important practice that goes hand in hand with this performance management method. People are rewarded for their accomplishments in either intrinsic or extrinsic ways in a system known as rewards and recognition. Employees’ contributions are appropriately acknowledged and appreciated in a fair and timely way in a work environment where recognition and reward are present. This involves fair and regular monetary remuneration, as well as employee or team celebrations, years of service recognition, and/or goal accomplishment. (Hoque, K., 2013)
• Recognition and incentives are extremely essential in the workplace for a variety of reasons, including increasing employee engagement.
• Encourage friendly rivalry.
• Hotel productivity should be improved.
• Encourage collaboration and teamwork
• With all of these benefits of the performance evaluation and reward system, the hotel may achieve greater levels of staff performance in each area.
• There are several difficulties in performance management.
• Setting Goals and Milestones – Without clear goals, employees will have no idea what they’re supposed to be working toward. Recognize hotel objectives as a route out of this. Break it down into specific goals that your team can accomplish in a specific length of time. Then make sure everyone on your team is aware of them. This acts as a reminder of their goals and how they plan to attain them.
• Appropriate assessment and feedback – Without fair and timely feedback, performance management will be ineffective. In yearly assessments, only current problems and accomplishments are mentioned. Instead, the hotel should evaluate and provide feedback on the work of its employees on a regular basis This boosts motivation, ownership of problems, and productivity.
• Regular Coaching and Training – Employee evaluations aren’t ineffective if they aren’t supported by ongoing training. Implement learning and development strategies that allow employees to improve both individually and collectively. With the right mentorship, coaching, and skill development programs, managers and leaders may improve employee performance, engagement, and productivity in the workplace.
• Programs of Reward and Recognition – Motivation and confidence will deteriorate if good acts and behaviors are not acknowledged and appreciated. Employee performance may deteriorate as a result of a lack of acknowledgement and gratitude. Ascertain that your company or hotel has well-thought-out processes in place for recognizing and encouraging achievements, actions, and behaviors that contribute to your organization’s success. Because there is such a strong relationship between employee performance and corporate success, performance management cannot be overlooked. This isn’t just an HR practice; it’s a crucial part of a hotel’s day-to-day operations and long-term profitability. (Du Plessis, A., Douangphichit, N. and Dodd, P., 2015)
• References
• Warner, M., 2010. In search of Confucian HRM: theory and practice in Greater China and beyond. The international journal of human resource management, 21(12), pp.2053-2078.
• Hoque, K., 2013. Human resource management in the hotel industry: Strategy, innovation and performance. Routledge.
• Alleyne, P., Doherty, L. and Greenidge, D., 2006. Approaches to HRM in the Barbados hotel industry. International Journal of Contemporary Hospitality Management.
• Davidson, M.C., McPhail, R. and Barry, S., 2011. Hospitality HRM: past, present and the future. International journal of contemporary hospitality management.
• Cheng, A. and Brown, A., 1998. HRM strategies and labour turnover in the hotel industry: A comparative study of Australia and Singapore. International journal of human resource management, 9(1), pp.136-154.
• Ruži?, M.D., 2015. Direct and indirect contribution of HRM practice to hotel company performance. International Journal of Hospitality Management, 49, pp.56-65.
• Ashton, A.S., 2018. How human resources management best practice influence employee satisfaction and job retention in the Thai hotel industry. Journal of Human Resources in Hospitality & Tourism, 17(2), pp.175-199.
• Du Plessis, A., Douangphichit, N. and Dodd, P., 2015. HRM in relation to employee motivation and job performance in the hospitality industry. International Business Conference (IBC).
• Kelliher, C. and Perrett, G., 2001. Business strategy and approaches to HRM?A case study of new developments in the United Kingdom restaurant industry. Personnel Review.
• Knox, A. and Walsh, J., 2005. Organisational flexibility and HRM in the hotel industry: evidence from Australia. Human Resource Management Journal, 15(1), pp.57-75.
• Taylor, T., Doherty, A. and McGraw, P., 2015. Managing people in sport organizations: A strategic human resource management perspective. Routledge.
• Van der Wagen, L., 2009. Human resource management for events. Routledge.