Delivery in day(s): 5
Diploma in Business
Unit Number and Title
Unit 18 HRM for Service industries Assignment Hospitality
In this unit 18 HRM for service industries assignment hospitality discussion is made to understand the role and purposes of Human resource management in context of hospitality industry followed with understanding the supply and demand effect on human resource planning. Even the impact of factors like government, legislation, technological development, economy, demographic changes etc have been discussed briefly. The current state of employment relation in hospitality industry is assessed further by understanding the role of unionisation on labour markets. Finally a job description is prepared for Executive Chef and comparison of selection methods for this post is made with hotel supervisor in final task.
Human resource management is an essential practise and conceptualised theory for all organizations including hospitality industry as it is focused for employee development and subsequent growth of business management through their effective management. The fundamental role of HRM is maintaining employee relationship through their development and welfare. (Nieves and Quintana, 2016) Example, Only Chefs is recruitment service agency in hospitality industry focussed to provide a platform where both employers and chefs can directly meet and monitor their employment requirements. They provide prospective chefs with matching employer requirements who search their profile and contact them directly. The role and purpose of HRM at Only Chefs can be identified as:
Human resource planning within an organization means planning of acquiring, development and retention of human resource to competitively meet business objectives and sustain in versatile environment. This is based on supply and demand of labour and influenced by factors like government, legislation, economic trends, demographic changes and technological development.
During analysis of demand forecast of organizational objectives, competitive stability and capacity of human resources is determined in number and kinds. This helps to estimate nature, source and size of supply to meet the projected demands. Also estimation of budget, turnover, retirement, termination or transfer, technological development and quality is made during this process. (Stahl, Björkman, Farndale, Morris, Paauwe, Stiles, Trevor and Wright, 2012) Whereas during analysis of supply, the internal capacity of resources are analysed first for development of skill gap then external sources are evaluated for capacity expansion. Internally resources are provided with job rotation, training etc to develop competency and meet demands while externally demographic and geographic trend of labour market, government, legislative and economic impact is evaluated to meet demands.
Example, Only Chefs emerged as there was growing need to match specific needs of employees such as chefs with needs of employer directly by keeping the profile of chefs on centre stage for promotion and increased visibility. With technological development though the process of recruitment developed speed and convenience due to internet but the process rather remained unchanged i.e. still adverts were posted by employers and candidates applied to them. Only Chefs work as a platform where demand of employees is fulfilled by simple process of hunting that directly provide platform to discuss job opportunities with prospects without any kind of hassle of recruitment agency or job boards. It also helps to meet the demographic changes where qualified professional are in high demand as against their supplies. Only Chefs make this match and meet process simple and efficient with their human resource planning that identifies resources and makes proper plans to meet objectives.
In order to achieve their objectives Only Chefs have recruited resources who are competent in hospitality services as they are highly experienced professionals. Also they are provided training so that they can satisfy delivering high degree professional services to clients and meet quality perspective of Only Chefs. All staffs are briefed with specific needs of clients and discussions are made to plan strategies or solution to achieve them so that desired needs are met to satisfy client demands. (Stahl, Björkman, Farndale, Morris, Paauwe, Stiles, Trevor and Wright, 2012) Further they provide flexible working practices, standardised payment and benefit structure to staff as per government, legislation and economic trends to maintain fair employment and best practices. These help to retain competent resources and regulate absenteeism or employee turnover concerns of human resource planning.
Employment relationship in United Kingdom is governed by democracy which defines the reciprocal obligation of employers for the contributed services of their employees in exchange of compensation and benefits. The primary objective of employment relationship is exchange of economies between capital and labour where management or employer is termed capital and employees or workers are termed labour. Economic exchange means price set for certain service or work under specified conditions during term of employment. Employment relationship strengthens social security and labour rights of employees in hospitality industry which is highly labour intrinsic and customer oriented. (Kim and Lee, 2013) These relationships are governed by employment laws and Employment Relation ACT 1999. Employees in all industries across UK including hospitality are protected with right to privacy in terms of their personal and professional information, equality at work, access to anti-discrimination right etc whereas under Employment relation ACT 1999 employees are provided security of collective bargaining, negotiation, consultation, unfair dismissal, employee participation, conflict management etc along with security of employment laws.
The present hospitality industry is influenced by role of unionisation. Example, trade unions are bodies that impact employee relationship as they are representative of employees that negotiate with employer or management on basic pay, working condition, promotion, job security, health and safety rights etc. They also act as mediator where information’s related to employee welfare like insurance, pension etc are protected and circulated. Moreover they work as pressure groups thus influencing on government and employer for minimum wage, improved policies and higher work-life balance to increase employee productiveness. (Amin and Akbar, 2013)
Also to improve employee relationships collective bargaining and negotiations are made as individual employee have less power to negotiate with employer. Hence, various reforms like salary hikes, flexibility of working hours and type of employment have been collectively bargained from labour due to changes in behaviour and demands. Example in hospitality industry there is rise in temporary or contractual employment in addition to permanent employment during seasonal work timing. Also this industry is characterised with more female employees over male employee, less number of weekly working hours, flexible work timing or shifts which have been considered due to employment relationship and associated labour change.
It is also due to employment relationship that various changes have been brought for employee welfare to secure job interests and protect from discretionary practices to secure their dignity at work. Example, National Labour Relation ACT has been brought to monitor biased practices of employer and prevent exploitation of labour. The influence of these ACT’s has resulted into fair practise and adherence to employee laws to improve employment relationship. These have also pushed governance to protect laws and regulations, established grievance and disciplinary procedure to execute better regulation of employee welfare policies. (Amin and Akbar, 2013)
The human resources management across all industries including hospitality industry such as restaurant are protected by employment laws that are governed by federal and state judicial system, employment tribunals etc. These authorities govern elements related to recruitment, compensation, retirement benefits, training & development, maternity or paternity benefits, redundancies and termination through various laws:
Job description is statement that defines purpose, scope, duties and roles related to vacant position within an organization. Whereas person specification describes skills, experiences and specific qualities that are expected from applicants in order to fulfil the job responsibilities. Both of them help to attract prospective employees by matching talents with selection requirements. The purpose of these is to attract right fit into job by describing accountability and fitness in organization’s structure. It even helps HR managers determine pay, grade and job level according to vacancies raised.
Job description and person specification for Executive Chef in restaurants
Job Title: Executive Chef
Department: Food & Beverage
Report to: Food & Beverage Service Director
Responsibilities: the Executive Chef will supervise kitchen personnel, recruit, train and manage kitchen staff and supervise their culinary activities. He/she will also food requirements, food/labour cost, consumption and purchase requisites, plan and direct food preparation and culinary activities, modify menus or add new recipes to ensure standardised quality, ensure equipment purchase and maintenance, ensure nutrition, safety and sanitation standards and establish presentation styles of prepared food. Additionally, executive chef may oversee special catering occasions and provide instruction or demonstration as required. He/she will also maintain positive and cooperative environment with co-workers and customers.
Special Requirement: the Executive Chef should be able to manage diverse environment with focus on client and customer service.
Experience: Should have proven experience as Head Chef in 3-star restaurant, experience in food control and labour cost, menu planning and pricing development.
Education: should have Bachelors degree in Culinary Science or more than 8 years experience in culinary management.
Core competencies: Leadership, Management, Planning
The selection process for Executive Chefs and Hotel Supervisor in Taj Hotels, UK includes different methods depending on post and nature of job. Example, the process of selection for Executive Chefs has:
Whereas, the selection process of Hotel Supervisor is somewhat different in methods included which is:
Thus it can be concluded that a proper human resource planning is essential element to attract, acquire and retain competent resources within an organization specifically in hospitality services as it is labour intrinsic industry. Moreover, strong HR planning and management helps to deal with versatile environment of hospitality by making the employees willing to accept changes through building a sustainable employment relationship which is long term bonding and mutual obligation between employer and employee. Further good HR planning also helps to design a competent job profile for organization to attract right match of talent and then structured method of selection is applied to recruit skilled resources. Hence HRM is a significant aspect and function of organization which directs its success and sustainability.
Amin, Z. and Akbar, K.P., 2013. Analysis of psychological well-being and turnover intentions of hotel employees: An empirical study. International Journal of Innovation and Applied Studies, 3(3), pp.662-671.
Bagley, C.E., 2013. Winning legally: How to use the law to create value, marshal resources, and manage risk. Harvard Business Press.
Kim, T.T. and Lee, G., 2013. Hospitality employee knowledge-sharing behaviors in the relationship between goal orientations and service innovative behavior. International Journal of Hospitality Management, 34, pp.324-337.
Nieves, J. and Quintana, A., 2016. Human resource practices and innovation in the hotel industry: The mediating role of human capital. Tourism and Hospitality Research, p.1467358415624137.
Stahl, G., Björkman, I., Farndale, E., Morris, S.S., Paauwe, J., Stiles, P., Trevor, J. and Wright, P., 2012. Six principles of effective global talent management. Sloan Management Review, 53(2), pp.25-42.