Global Hospitality: Themes and Brands
Human Resource Management in the Hospitality Industry
Employment in the hospitality industry: human resource strategy
The personnel function in the hospitality industry
bLecture Overview
bTwo major inputs into a hospitality enterprise: people and capital
bThe importance of Human Resource Management
bTrends and challenges in HRM
bReward systems
bImportance of human resource management
bProductive part of labour
?knowledge
?skills
?abilities and similar attributes / attitude
bSuccess depends on effective management of human resources
bHuman resources hold the key to the hotel’s objectives of productivity, quality and service
bSuccess and survival
bNeed for commitment to job satisfaction and employees satisfaction at work
bTraining impacts on the quality of customer service and productivity
bHotels work in an increasingly competitive environment
bHRM is therefore part of the firm’s overall strategy
bStrategy implications
bMatching managerial style or human resource activities with strategies of our organisation
bForecasting human resource requirements, given certain organisational strategic objectives and environmental conditions
bPresenting means for integrating HRM into the overall strategy
bOperational role
bRecruiting and selecting
bEmployee development and training
bReviewing workplace health and safety issues
bResolving employee complaints / grievances
bAdministering employee payroll and benefits programmes
bChanges and challenges
bEconomic and business changes
bDemographic changes within the workforce
bChanges in work patterns
bSocial changes
bTechnological developments
bEconomic and business changes
bShifts from manufacturing to service industries
bIncreasing number of business mergers and strategic alliances
bAn increasingly global and economic environment
bIntensifying domestic and international competition
bThe constant need for organizational restructuring
bDemographic changes within the workforce
bWomen’s entrance into the workforce
bIncrease of ethnic minorities
bIncreasing number of duel career families
bIncreasing number of labour force entrants with inadequate skills
bChanging composition of the workforce with respect to gender, age, ethnicity, family status, life style, physical ability/ qualities, or any combination of these
bAre you safe in hospitality?
bBBC: Germany’s ‘robot’ restaurant
?http://news.bbc.co.uk/1/hi/technology/7336490.stm
bHR Basics: Learning and Development
?http://www.youtube.com/watch?v=OA3HxvYPzbU
bWhat Is Human Resource Development?
?http://www.youtube.com/watch?v=9oONwRBRvj4
bHow to Make employees efficent
?http://www.youtube.com/watch?v=ULkbhrKxGeQ
bTraining Video: Corporate Employee Retention HR http://www.youtube.com/watch?v=fob29K6dh-g&feature=related
bChanges in work patterns
bChanging work schedules ( flexitime, compressed week and other alternative work schedules)
bGrowth of contingent workers ( part timers, temporary employees, subcontractors, etc)
bTelecommuting ( working at home)
bExpatriation
bTechnological developments
bElectronic workplaces
bIncreasing reliance on automation and technology
bMore sophisticated information and communication technology
bThe rapid development of the information superhighway
bSocial changes
bIncreasing diversity, multi-ethnicity and multi-culturalism
bIncreasing social / government legislation
bGreater concern for employee rights and privacy and confidentiality of personal information
bGreater awareness of legal and ethical issues in the workplace
bDevelopment stages of HRM -1
bDevelopment stages of HRM -2
bSelected functions of Human Resource Management
bHuman resource planning
bHuman resource recruitment
bHuman resource training and development
bCompensation strategies in human resource management
HR MANAGEMENT
the process by which management determines how the organisation should move from its current manpower position to its desired position.
Through planning management strives to have the right number and the right kinds of people , at the right places , at the right time, doing things which result in both the organisation and the individual receiving maximum long term benefits.
bHuman Resource Recruitment
bIdentifying qualified job candidates; internal, external
bAdvantages of recruiting from within
bExternal recruiting sources
bInnovation in terms of non traditional labour sources
bRecruitment conveys the image and reputation of the organisation
The Paradox
bShortage of workers with adequate skills
bNeed to reduce human resource surpluses
bHuman resource training and development
bEmphasis is on skills, knowledge, behaviour or attitude in order to improve current or future job performance
bTraining: knowledge and skills for present job
bDevelopment: new knowledge and skills for present and future jobs
bResults: a competitive advantage
bFour phases of training design
bAssessing training needs
bSetting the training objectives
bSelecting the training methods
bEvaluating the training process and the training programme
bTraining : the issues
bNeeds : organisational, tasks, employee analysis
bObjectives : specific and quantifiable
bMethods : on or off the job
?coaching
?mentoring
?job rotation
?class room training
?case studies
?group discussion
bEvaluation : related to objectives
bEvaluation criteria
bReactions
–refers to trainees judgements of the usefulness of the training programme and the quality of its delivery
bLearning
–refers to the extent to which principles , facts and techniques are understood and retained by trainees
bBehaviour
–relates to changes in job related behaviours or performance that can be attributed to training
bResults
–refers to the extent to which the organisation realises tangible outcomes that can be attributed to training
–enhanced productivity, lower labour costs, or higher product or service quality and higher customer satisfaction levels
bCompensation strategies in human resource management
bTwo themes : efficiency and equity
Purpose
battracting potential job candidates
bretaining current valued employees
benhancing productivity
bincreasing satisfaction
bmaintaining proper control over costs
bJob candidates need enthusiasm in tough market
bSummary
bThe need to value and properly manage workforce activity
bThe need to accommodate a heterogeneous workforce and create alternative work schedules
bEmployee rights versus business requirements
bGovernment regulations
bInvestment in training
bSelection and compensation set within an organisation’s overall strategy
bPortfolio International
bhttp://www.portfoliointl.com
bFurther reading
bBrotherton B. (2000) Introduction to the UK Hospitality Industry: A Comparative Approach Butterworth Heinemann, Chapter 5: Work patterns and employment practices, pp.93-120
bBaum, T. (ed.) (1993) Human Resources Issues in International Tourism, Oxford: Butterworth Heinemann
bJones, P. and Pizam, A. (eds) (1993) The International Hospitality Industry: Organizational and Operational Issues, Chichester: Wiley
bLashley, C, and Morrison, A. (2000) In Search of Hospitality, Oxford: Butterworth Heinemann
bGuerrier, Y. (1999) Organizational Behaviour in Hotels and Restaurants: An international perspective, Chichester: Wiley
bFurther reading…
bDavidson, M, McPhail, R, & Barry, S 2011, ‘Hospitality HRM: past, present and the future’, International Journal Of Contemporary Hospitality Management, 23, 4, pp. 498-516, Hospitality & Tourism Complete, EBSCOhost, viewed 27 February 2013.
Assessment Three (50%)
Evaluative report on a selected contemporary theme
Following your presentation, you are requested to produce an individual, evaluative report, expanding on the theme / topic you have selected for your presentation. Take into account the themes suggested in this module as well as the comments received from your colleagues and your tutor so far and discuss these in relation to appropriate academic models / theories. Suggest possible solutions for a way forward for your company.
Assessment Guidelines
Your report needs to include a critical evaluation, of an analytical, not purely descriptive nature.
The work should demonstrate a depth of research and wider reading. Application of appropriate strategic theory should be apparent.
All sources should be appropriately cited and a bibliography and/or references should be presented with the report.
The work should be produced to a high standard with a lack of grammatical and typographical error.
Submission information
Your report will be 2500 words (maximum of 2750, a 10% leeway). Please state the word count at the end of the report. Quotations in the text will count towards the word total; they should not be excessive.
The pages of your work must be numbered. Please use Arial or Times New Roman font, size 12, justified, with 1.5 line spacing.
