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Diploma in Business
Unit Number and Title
Unit 18 Human Resources Management in Hotels
Unit 18 Human Resources Management in Hotels Assignment refers to the management of people to maximize their performances in service to achieve the organisation objectives of providing quality services to customer and to build and maintain the brand image of the hotel. The Human Resources Management Hotels Assignment will focus on the human resource management concept, their purpose and role in hotel Hilton as the hotel is planning for new hotel at Stratford city. It will also explain in context of HRM the current state of employee’s relation by keeping in mind that the hotel Hilton follows the employment laws in new hotel. Further in the next task, report will highlight the proper recruitment and selection process for the requirement of human staff in the hotel with respect to job description and job specification. At the end, it will depict the need of training and development sessions, their types and benefits that would help employees for improving efficiency and job performances.
Human resource management is an art of mobilizing and managing people in the organization. It is done by applying different policies and practices which values human resource as a major benefit of an organization. Hilton Hotel Stratford is mainly concerned with the human administration, which includes recruitment, appraisal, grievance handling, reward, retirement registration, etc. Planning and forecasting leads to project labour needs and their effects on the business. HR department forecasts both long term and short term staffing needs which is based on office growth, projected sales, etc which affects company’s need of labour (Alfes et.al. 2013). The selection and recruitment process involves selection of best individuals from a pool of applicants. The manager considers selection process as one of the most critical decision function in organization.
A contract of employment is made which is a legal agreement between Hilton hotel and the employee, the contract is in a written format. It has full details about the job profile of the employee, salary assigned, rules and regulations of the hotel, facilities provided, etc. After the successful completion of training the employee deployed to a position as per his/her capabilities. An employee can be deployed from one position to another within Hilton hotel Stratford. Deployments are made in a fair, transparent and reasonable manner, taking Hilton hotel in account. Employees are regularly monitored to gather information about their locations and activities, superiors watch the behaviour of the employee at the workplace. If anyone’s behaviour would found problematic, proper actions are taken to correct it, like well organized training sessions and counselling (Lindström and Vanhala, 2013).
Hilton hotel Stratford considers training and development as an activity which has the aim of improving the job performance of individuals and groups. Training and development is important for the success and development of the organization. Training improves the skills, knowledge and capabilities of the employees for a particular job assigned. Training moulds the thinking of employees in a proper manner which leads to quality performance of employees.
Budget monitoring is a very important aspect of Hilton hotel as it just not verify the expenditure against the target but also identifies the changing patterns that needs to be corrected. Monitoring the budget discovers the variances between budgeted amount and actual financial performance, it helps in determining whether the organization goals are achieved or not. Hilton hotel’s works frequently on soft and hard HRM, soft HRM service emphasizes on individuals and their self direction, trust and self regulated behaviour towards organization goals. While hard HRM has main focus on rationalism of strategic fit and places emphasis on performance management, it is an instrumental approach to the management for individuals (Jamali et.al. 2013).
Human resource management helps to develop the skills of the employees. At Hilton hotel employees are been shifted around to different business functions based on employees preferences and business priorities. HRM suggests strategies for building employee’s commitment towards the organization and also matches employees with right positions according to their qualification.
The human resource planning is the process by which Hilton hotel determines the staffing support they need to meet up the needs and demands of customers. Lots of considerations are made for planning like the availability of employees with certain skills, including impending retirements and transitions, etc. Steps followed in human resource planning are as follows:
Factors influencing human resource planning:
Employment relation and employee relation are the term often used interchangeably. The relationship exist when employee work or provide services in exchange of remuneration to the employer. The proper communication between the management of hotel Hilton and employees concerning unionisation like collective bargaining, structure, culture, employee participation, involvement and conflict management, decisions and grievances etc is necessary. The following points to be considered for employees relations:
Employment Laws protect the interest of employees and labours. It shows the relationship between management with workers, trade unions and the government. There is variety of act that provides the legislation for protection measures of employees which can be solved through court rulings, collective bargain conditions or customary rulings. The following acts that are required to be followed by the hotel Hilton:
Job description refers to the specifics of the job on the basis of job analysis. It encompasses the job roles, purpose, responsibilities, duties, scope and working condition. It is just like the portfolio for the job which is prepared by the hotel Hilton. HR department frame the job description under which employees will work:
Job title: -Cleaning Staff
Salary: - $6000 - $10000
Job purpose: - Cleaning staff job would be to clean the rooms, bathrooms, all types of halls, washing walls and glass, garden area, lobby area, maintain the cleaning equipments and keeping safe in working conditions and performing routine maintenance activity.
Duties and Responsibilities:-
Person specification refers to the description of qualification, knowledge, skills required, experience and other attributes which the eligible candidate should have to perform his/her duty. Person specification is framed on the basis of job description. Hotel Hilton provides the requirement of the candidate in job specification (Hoque, 2013). Different Job specification are prepared for different job vacancies depending upon the requirement for example if chef employee is required in hotel then he should have the knowledge of hotel marketing management.
The selection process of the organisation is conducted by the HR department. The HR department selects the eligible candidate to fulfil the needs of human resource management . The process identifies the right job to the right person at the right time. The benefits of the selection is that the management would have the experienced candidate and takes less time to adapt the new changes and explore the skills of the candidate which would save the cost of the hotel in training the new employees after appointment and they can provide guidance on the job. Selection process includes, identifying the suitable candidate and this is done by analysing their resumes that they receive and after that they shortlist the best candidates and they give a call or mail to the candidate for further process i.e. interview. This is the most preferred method for selection of the candidates (N. Torres and Kline, 2013) While selection, the management too faces the barriers in selecting like ineffective recruitment means not able to attract the candidate toward their organisation, perception of the manager also act as a barrier in selecting the suitable candidate because everyone perceive the world differently. The other barriers like gender, age, race, fairness, quota system, reliability, favourism and cost and time etc.
It is has been seen that the hotel Hilton hires the candidate from external sources like online advertisement on job websites, newspaper advertisement. Different organisation follows different selection process. The selection depends upon the working conditions of different organisation and culture, values and practices. Service industry like Thomas Cook follows different selection process from hotel Hilton selection process. Thomas Cook prefers the experienced candidate whereas the Hilton hotel prefers for fresher candidate as well experienced candidate with good communication skills. This is because in hotel industry changes takes frequently new fresh employees will able to resist the change as compare to experienced staff (Mok et.al. 2013). Hotel Hilton hire candidate on written test and personal interview where as Thomas cook hire on the experience of the candidate and verbal test.
For hiring the cleaning staff in hotel Hilton, the manager will evaluate the capability of the candidate and whether he has experience and matches with the person specification, it matched the management will hire the candidate. On the other hand, Thomas cook focuses on experience staff with good communication skills. With the clear study about the selection process of different service industry the organisation hires the suitable candidates. Experienced is the foremost requirement in Thomas cook on the contrary hotel Hilton focus on capability and potential of the candidates. While selecting the managers should also possess the necessary skills like qualification, confident and presentable and responsible for interview conduct (Tang and Tang, 2012).
From the current study, the report had explained that human resource management is too important in service industry. It had described the concept of HRM with the need of HRM planning, role and purpose, their relationship with management. In the next task, it had very well depicted the employment relations by following the different employment act in hotel Hilton. The organisation laid importance implication on recruitment and selection process in different service industries by taking example of hotel Hilton and Thomas cook. At the last, report concluded about the training session, their needs and analysis and comparison with the development debates in hotel Hilton.
Books and Journals
Alfes, K., Truss, C., Soane, E.C., Rees, C. and Gatenby, M., 2013. The relationship between line manager behavior, perceived HRM practices, and individual performance: Examining the mediating role of engagement. Human resource management, 52(6), pp.839-859.
Boella, M. and Goss-Turner, S., 2013. Human resource management in the hospitality industry: A guide to best practice. Routledge.
Bowen, D.E., 2016. The changing role of employees in service theory and practice: An interdisciplinary view. Human Resource Management Review, 26(1), pp.4-13.
Chan, A.T., Ngai, E.W. and Moon, K.K., 2016. The Effects of Strategic and Manufacturing Flexibilities and Supply Chain Agility on Firm Performance in the Fashion Industry. European Journal of Operational Research.
Chen, Y. and Chen, W., 2015. Research on the Internal Marketing of Human Resources Department Based on Perspective of Both Supply and Demand.
Hoque, K., 2013. Human resource management in the hotel industry: Business strategy, innovation and performance. Routledge
Jamali, D.R., El Dirani, A.M. and Harwood, I.A., 2015. Exploring human resource management roles in corporate social responsibility: the CSR?HRM co?creation model. Business Ethics: A European Review, 24(2), pp.125-143.
Kersley, B., Alpin, C., Forth, J., Bryson, A., Bewley, H., Dix, G. and Oxenbridge, S., 2013. Inside the workplace: findings from the 2004 Workplace Employment Relations Survey. Routledge.
Li, H., Ye, Q. and Law, R., 2013. Determinants of customer satisfaction in the hotel industry: an application of online review analysis. Asia Pacific Journal of Tourism Research, 18(7), pp.784-802.
Lindström, S. and Vanhala, S., 2013. Performance in local government HRM: the role of external customers. Baltic Journal of Management, 8(3), pp.252-268.
Meijerink, J.G., Bondarouk, T. and Lepak, D.P., 2016. Employees as Active Consumers of HRM: Linking Employees’ HRM Competences with Their Perceptions of HRM Service Value. Human resource management, 55(2), pp.219-240.
Mok, C., Sparks, B. and Kadampully, J., 2013. Service quality management in hospitality, tourism, and leisure. Routledge.
N. Torres, E. and Kline, S., 2013. From customer satisfaction to customer delight: Creating a new standard of service for the hotel industry. International Journal of Contemporary Hospitality Management, 25(5), pp.642-659.