HRM For Hospitality And Tourism Industries
Introduction
· Human resource management (HRM) is the tactical and logical approach to the management of an organization’s most esteemed property – the people working there who independently and together contribute to the achievement of the objectives of the business. …
· All methods and functions concerning the recruitment and development of personnel as human resources, with the aim of efficiency and greater output in a company, government administration, or other organization
· Human resource management (HRM) is the perceptive and application of the policy and procedures that directly involve the people working within the task team and working group. These policies include recruitment, maintenance, repayment, personal development, training and career development.
· is the effective use of human resources in order to improve managerial performance.
· The management of the workforce of a business to ensure satisfactory staff levels with the right skills, properly satisfied and motivated.
· Staffing function of the business. It includes the activities of human resources planning, recruitment, orientation, selection, , training, performance, payment, appraisal and safety.
What is HRM?
Human Resource Management (“HRM”) is a way of management that links people-related behavior to the tactic of a business or organization. HRM is often referred to as “strategic HRM”. It has numerous goals:
– To meet the needs of the business and management (rather than serve the interests of employees);
– To bond human resource strategies / policies to the company goals and objectives;
– To find ways for human resources to “add value” to an industry;
– To help a business gain the obligation of employees to its values, goals and objectives
Human Resource Management for the Hospitality and Tourism Industries
This takes an incorporated look at HRM policies and practices in the tourism and hospitality industries. Utilizing existing human resource management (HRM) theory and carry out, it contextualizes it to the tourism and hospitality industries by looking at the specific employment practices of these industries, such as how to manage tour reps or working in the airline industry.
It initially sets the picture with a open review of the facts of HRM practice within the tourism and hospitality industries. Having identified the broader picture, the text then begin to focus much more plainly on a variety of HR policies and practices such as:
Recruitment and selection: the effects of ICT, skills required specific for the industry and the nature of advertising
Legislation and identical opportunities: illegal intolerance and managing assortment
Staff health and welfare: aggression in the workplace, working time orders, smoking and alcohol and drug misuse
wage strategies in the industry
Human Resource Management for the Hospitality and Tourism Industries will be illustrated throughout with both examples of best practice for dictatorial training and discussion, and international case studies to put into effect problem solving techniques and contextualize learning. It incorporates a user friendly design and includes educational features such as: chapter outlines and objectives, HRM in practice –
The nature of HRM in hospitality and tourism; executive culture and the search for service quality; Labor markets; staffing and selection; equivalent Opportunities; Training and improvement; Staff health and welfare; Employee relations, involvement and participation; Performance management; compensation strategies in hospitality and tourism; Disciplinary and complaint procedures.
Development in HRM in hospitality and tourism
It is common knowledge that the performance of human resource management ( HRM ) is established in most organizations ranging from small- to medium- to large-scale corporations. The current-day human resource ( HR ) manager has direct control on the strategic direction and judgment of both private and public sector organizations. Tourism is the broad umbrella that drives related indicators within local and national economies. Hospitality organizations are motivated by public and private sector tourism policies and practices. The increase of telecommunication technologies along with the development of multinational hospitality organizations has generated an understanding of tourism policies on a global level. Sustainable tourism is a long-term mutual systems approach to establishing and maintaining pleasant-sounding relationships among hospitality/travel-related organizations and the social, cultural and environmental aspects associated with tourist destinations.
While the process of sustainable tourism involves the establishment and maintenance of harmonious relationships, the goal is the creation of continued possibility and development of tourism-related entities. Proponents of sustainable tourism slot in in a process of creating a mutually favorable balance between the microenvironment (social, cultural and environmental aspects) and the microenvironment (internal workings of a specific organization).
The objective of this process is the institutionalization of the tourism industry as a contributor to the sociocultural welfare and development of each and every destination. In essence, this aim seeks what might be called a ‘ triple win ‘ outcome. Successful sustainable tourism initiatives result in positive outcomes for consumers (guests, travelers and customers), organizations (commercial enterprises) as well as the society (indigenous people and cultures). But how does the practice of hospitality human resource management fit into this picture?
CAREER PATHS
As part of the commitment to the social environment of the community, human resource practitioners in sustainable tourism-based organizations must agree on the career goals and desires of host country citizens. While certain individuals will exist who do not possess progressive career aspirations, there will be others who will view the organization as a means to pursue professional development activities. For this reason, job design processes should provide a clear snapshot of knowledge, skills, abilities and attitudes for every position within the organization through job descriptions and job specifications.
The job descriptions and job specifications provide foundational information to track logical paths of career progression among the many disciplines found within the operations and administrative areas of a medium-to-large hospitality enterprise. Once these paths are discovered, human resource practitioners may engage in career counseling activities aimed at communicating activities to attain the necessary job requirements for internal promotions. Human resource practitioners may choose to take this one step further through formal succession planning programs
coupled with training development activities. Many cases of global expansion within hospitality organizations include the placement of expatriate managers from home nations into positions at host country locations. STO strategies might be aimed at the temporary placement of such individuals until citizens of the host nation are adequately prepared to assume senior management positions. An advantage to this strategy would be the assimilation into the mainstream culture of the host nation by establishing a representation of senior management positions that are held by qualified host nationals.
PROPORTION OF LOCAL STAFF MEMBERS
It makes good business sense for human resource practitioners to scan the external environment of the host nation to determine the statistical representation of various groups of individuals by ethnicity, age, sex, race, national origin and in some cases religion. Once the demographics for the locale are discovered, the human resource manager would enact strategies aimed at a statistical representation within the organization that is somewhat similar to those evident within the region. Some reactive hospitality organizations might claim to have sufficient numbers of represented groups within their companies. Upon further inspection, however, it could be determined that the representation exists exclusively for lower-level position holders.
OPTIONS AVAILABLE TO HR MANAGERS TO IMPROVE THEIR RELATIONSHIP WITH THEIR STAFF
Career options: Human Resource Management
human Resource Management professionals are employed in medium & large enterprises across all sectors of the workplace. The Australian Human Resources Institute defines the diverse roles of human resource practitioners as follows:
They provide a support service and serve as technical advisers to line managers on issues such as recruitment, training and safety.
They play an important role in defining the personnel policies that guarantee fair treatment of all employees, recognition of staff needs and democratic organization.
They serve an audit role ensuring that managerial decisions agree with the personnel policies and are consistent across the organization.
They explore ways of improving employee productivity and satisfaction, and keep managers informed about changes in employment legislation.
They manage changing business processes brought about by a dynamic business environment, for example business restructures.
They provide an ethical and legal understanding of the frameworks required for managing people in various types of business.
Senior HR managers provide strategic input into the decision-making processes within their organizations.
They build the ‘corporate wisdom’ of their organizations through staff development and managing human resource information systems.
They assist the organization to be ‘customer focused’ by aligning the needs and requirements of the employees with those of the customers.
In addition to knowledge and skills directly related to your program of study, you have also developed a range of other skills (e.g. teamwork, analytical, communication) through academic study, employment, voluntary work, sporting activities and life experience. These are often referred to as transferable skills because they can be utilized in different environments. Recognizing the value employers place on these skills is an important factor in your graduate job search.
Positions and employers
Many graduate employers recruit from a wide range of disciplines. The major directory of graduate recruitment in Australia, Graduate Opportunities, lists employers by the disciplines from which they are recruiting. You might be surprised by the range of employers recruiting from your degree and the sectors of the workplace where you might establish a career.
Synopsis
Human Resource Management is very important in business management.
Management is an organizational function, like sales, marketing or finance. It doesn’t necessarily mean managing people. We can manage ourselves or the material assigned to us at work. If you managed a project very well on your own, it would mean that you did the job in a well-organized, efficient manner, making good use of all resources at your disposal.
Human resource management is fundamentally about ensuring that the right person with the right personality, knowledge base and skill set is best matched for a particular role within the company. Human resources professionals may also be responsible for organizing training needs, advertising vacancies, interviewing, selection, aptitude testing and disciplinary procedures in the event that an employee is not meeting expectations.
When the company expands, production and cost management is very important to the existence of organization when considering about more profit, the executive level has to manage variety of resources of the organization.
To have a efficient use of the physical resources of the organization, there should be a proper control of staff management. That’s what we call Human Resources Management.
