1 Learn about Human Resource Management
1.1 Evaluate the role and importance of human resources management within a particular service industry
1.2 A human resources plan is created based on a study of supply and need for a chosen service industry.
2 Understand the Effects of Employment Relations and Employment Law On Service Industries Businesses
2.1 Assess the current state in employment relations in a select service industry
2.2 Discuss how the employment law impacts the management and use of human resources in selected service industries.
3 Understand the Recruitment And Selection Process
Discuss a job description, job specification and person specification for a particular job in the service sector.
3.2 Compare how different service industries are selected
4 Understand Training And Development in Service Industries Businesses
4.1 The contribution of training, development and coaching activities to the operation of a specific service industry business is assessed
Answer to Question: N630M2 Human Resource Management
Human resource management has reached a new level of complexity. Managers need to understand and be knowledgeable about employee affairs.
It is becoming increasingly complex to understand the relationship between staff and employers. This has attracted serious researchers.
The productivity of workers is partially dependent on the relationship between their employers and employees. Managers play a significant part in motivating, resolving dispute and creating a conducive working environment (Dicker (2003)).
This paper examines the relationships between Hilton hotel employees, and how they are affected by the laws.
The study is based on the hotel industry and aims to evaluate the human resource responsibilities in an organization.
It covers the different aspects and consequences of employment, as well as the effect of employees’ relationships on the overall productivity of the sector.
Task 1Role And Purpose Of Humane Resource In Hotel Industry
Human resources management is an essential part of any organization.
This is especially important in the hotel sector.
Kramar (2012) says that human resources management can give an organization a competitive edge.
The central management is advised by the human resource manager on delicate issues related to the labor market, especially how to manage employees as a resource.
These include selecting and hiring employees, managing employees, as well as recommending employees’ benefits.
In today’s rapidly changing business environment, human resources have evolved to include training and developing employees to help them do their jobs better and increase their productivity.
This paper will explore the role of human resource management within the service sector.
In a wider sense, HR is responsible for developing strategic human resource practices which are compatible with the company’s business strategy.
This involves the advice of the organization regarding the policies, structures, practices and procedures that are most suitable for the specific business strategy.
This helps organizations to manage their workforce more effectively and achieve their goals.
Strategic Human resources is therefore focused on aligning HRM policies to the business strategies.
Henderson (2010) explains that this is how business goals are reached.
There are many functions that human resource can perform in the Hotel industry.
These include but not limited to: recruitment and selection; compensations; harmonization; communication; training and development; team work.
Let us take a look each of these.
Recruitment and selection
The business must continue to attract outstanding human talent if it is to succeed.
This is a surefire way to gain a competitive edge.
Boselie, et.al. (2005) claim that business should be able to recruit and select the best workers.
This is an important human resource function since the quality workforce is key to the company’s success.
Both the hotel industry and the service sector need hardworking and committed personnel to help implement their business strategies.
These employees must not only possess the required technical knowledge but should also have other traits that could be considered as potential employees.
Employment security: The best human resources practices include employment security.
It is supported with several other human resources practices.
Employers require their employees to be fully committed to the organization.
It is unreasonable to expect employees’ commitment if an organization doesn’t offer employee security Marchington & Wilkinson (2005).
This area becomes a priority in human resource management.
This strategy is used by HR departments in hotels to foster a close working relationship between employees and the company. It also creates a psychological contract that benefits both parties, which is vital for the success of the business.
Training and development. Once the business has gathered the extraordinary talent it requires, the next step is ensuring that that talent can be fully harnessed and used optimally.
The role of human resource managers is to train and develop their employees.
This is particularly important for the hotel industry as it keeps the workforce updated with the changing needs of customers and new trends.
Browning & Edgar (2004) claim that training and education can improve the workforce’s skills as well as their ability to keep up with changing trends.
This affects the future employability of workers.
Communication is another aspect of human resources management that is often neglected.
Haynes and Fryer(2000) argue that communication practices are crucial to creating a culture for quality service in the hospitality industry. They also recommend employee involvement through information sharing.
Employers need to involve their employees through the HR department.
This ensures that all employees are well-informed on financial, operational and strategic issues.
It communicates a message of mutual trust and equitable care that is both symbolic and concrete.
It encourages employees’ participation.
The HR should encourage communication between employees and management.
Compensation: The human resources are also responsible for devising a remuneration plan that ensures that employees receive compensation based upon their performance.
There are many ways to do this in today’s hotel industry.
Some of these include profit sharing and stock ownership for employees. Merit pay is another option. Other forms of performance schemes that can be used for individual or team members, such as incentives or bonuses, are also available.
This is a way for an organization to convey to its employees how much they are valued by the business.
Justification to have a Human Resource Plan based on Supply and Demand
A human resource department that is functional must determine the personnel required to support the organization’s future needs.
The organization’s demand for its product or services is key.
In a business, the first thing to focus on is the sales figures.
The forecasted sales figures then become the basis for determining the required personnel to support the predicted capacity.
Henderson (2010) says that additional factors should be considered when forecasting staff demand. Henderson (2010) cites the need to improve service quality and turnover as well budget constraints and minor hiring goals.
The human resource manager must be able to predict the availability of personnel in the future.
Ball (2012) says that managers must consider the possibility of promoting employees within their organizations when forecasting employee supply.
Current Employment Relations
The ability of both employers and employees to negotiate can define the current situation.
The hotel industry is a service provider industry. Because of this, it is sensitive. It is crucial for both the employees and the employers to be satisfied.
Hilton hotel, a British company, is required to ensure both employers and employees adhere to the labor laws in the United Kingdom when signing and applying contracts.
UK employment relations are democratic and fair to both the leaders of service-delivering firms and their subordinates.
The relationship between the two parties in the industry, in particular in hotels can be described in terms of a lasting and satisfactory relationship which protects their rights (Singh. & Kumar.2011).
The Hilton Hotel provides a variety of services that go beyond traditional hotel services. This allows for more dynamic and complex relationships.
The Hotel has a deep understanding of the laws and regulations that affect employees. This reduces conflicts between the managers and the subordinate staff.
Hilton London values quality services and believes that everyone should be treated equally.
It states that employees who feel heard and respected will eventually produce better services for their customers.
Communication systems have been improved and developed to enable workers to voice their opinions and complains to business leaders.
The entire employee process of signing contracts is transparent. Every clause is clearly explained to the employees.
They are informed about their contractual rights, discrimination as well as the resolving process and laws about work time.
They are considered highly valuable in order to retain them, and reduce the cost for hiring new workers.
Understanding and maintaining job satisfaction determinants is key to achieving the goals, visions, and objectives of any organization.
The hotel is the only one who understands this incredible and therefore invests resources and time to ensure that the contractual relationship remains intact between the parties.
How employment laws can affect management
Employment laws are simply regulations that set out rules for the workplace, rights, and responsibility of employees and employers.
Lockton, (2006). Human resources have a duty to ensure employees’ safety.
The United Kingdom has a number of laws that should be adhered to by all organizations in order for employees to be treated fairly and not exploited.
The laws that govern grievance handling must be understood by hotel HR managers. They also need to know the powers and roles that trade unions have as per the Constitution and labor laws.
The HR department should ensure it has a good understanding of termination of contracts.
All clauses must be reviewed before a contract is canceled. The law also requires that workers’ rights are protected.
Hilton hotel was established with the goal of minimizing costs such as payroll and wage bills.
This can’t be achieved while compromising the labor laws.
No matter how ambitious the Hilton hotel management may be in reducing employee salary costs, they must still ensure that it does not undermine the ethics of the labor laws and protect the pay and salaries of workers.
The law has a significant effect on human resource recruitment as it stipulates that employees must earn not less than the minimum wage.
Hilton employees are allowed to take vacations and work for a maximum 48 hour period, unless they are working under overtime terms. (FL Memo Ltd., (2006). Human resources department is aware that every employee has the right by the constitution to some childcare.
As per the 1998 employment law, many males and females can have childcare time.
Flexible work schedules are also possible for hotel employees. This is their fundamental rights.
These laws aim to protect employees’ rights and impact the human resource management.
Because of the strict nature of these laws, the HR cannot discriminate against an individual based on his or her race, gender, or any other characteristic.
The legislation affects the hotel because it must use overtime workers to compensate for those who leave.
While the human resources have been given a large role in reducing unnecessary salaries and wages, they must adhere to the regulations.
Employees are allowed to join labor unions and act as bargaining representatives. The hotel is now open to accepting its role in employee affairs (Cabrelli D. 2010).
It is vital to recognize that the company has created a strategy for ensuring productivity, regardless if there are laws that restrict the efficiency of certain workers.
Employees who do well have the opportunity to be rewarded financially or given an extension on their contracts.
The hotel provides employees with performance-related contracts that are both beneficial to the organization as well as specific individuals, despite the fact that it has implemented labor cost reduction and wage strategies.
Job Description and Personnel Qualification
Servers: These are the front-line workers in a hotel.
They are the link between the chefs’ and diners.
They give the first impression of a restaurant to diners.
It is the job of servers to greet diners after they have been seated and to take their food and drink orders.
Servers should try to tailor the customer’s experience.
Cunningham (2006) argues that some customers are more comfortable having a conversation than others. However, other customers prefer to be seated and restrained.
The server is expected and expected to evaluate and adapt to the customers’ preferences.
Servers must check on customers at all times during meals.
This is necessary to ensure that customers receive any additional information promptly.
Servers may also be allowed to wait at the designated stations by the management.
The servers are charged with answering questions about the menu items as soon as diners are ready for them to eat.
The server’s job is to assist indecisive customers with choosing the best food from the menu.
The competent server must use their knowledge of the hotel’s menu to help the customer choose the right food for them Yakubovich, et al. (2006) states that the server then has to deliver the food to the table.
A server may sometimes explain to the customer the process of creating the meal in the ek kitchen.
As diners continue to enjoy their meals, servers must inspect them and ensure that they do not take food away from tables.
Once the diners are finished, the servers must bring the bills out to all of them and collect the payment.
Personal characteristics of Servers: Most servers are trained on the job.
Some personal attributes can enhance one’s performance in this job.
Servers should be able to interact and communicate with guests.
This is because they have a greater personal connection with customers than any other person in the hotel.
For them to communicate with customers effectively, it is a requirement that they have excellent communication skills.
International hotels such as Hilton Hotel that host guests from different nationalities should ensure that server can communicate in other languages.
This is important to ensure customers who do not speak English are served the same way as other guests.
Saar et al. (2014).
They must be polite, clean-shaven, neatly dressed, and able to interact with others.
Servers should be able to identify the type of meal and what drinks are being served.
The server should be familiar with the different types of wine that can be served with each type of food.
This is vital for them to be able help diners at their hotel.
Comparison of Different Selection Methods
The process of recruiting involves several steps, as described below.Step1.
Why do we need to recruit?
Are the job requirements changing?
What was the job’s role in the past.
What is the current job? Will it change or will it remain the same for the new recruit.
Do you think it is necessary to give certain tasks or to remove some?
Hilton Hotel should not create new jobs merely for the increased work.
It must be driven by the desire to learn new skills.
One employee may be interested in taking on a new challenge or trying a new job.
Internal recruitment is beneficial because employees are familiar with the company policy and will be likely to be a good fit.
Advertising costs are eliminated.
Many service-oriented companies use this opportunity to cut down on their expenses.
Place an advertisement.
Let’s say that Hilton Hotel needs front-office staff. The human resource department must include the job description on its advertisement.
This description would include information about the applicant’s expectations, duties and working hours.
The advertisement should also provide a brief description about the company and its culture to help applicants know what they can expect.
You should also mention the experience, skills and qualifications required for this job.
Interviews. Usually, a selection panel will be used.
No matter the position, it is vital that potential employers get to know the applicant’s knowledge of the area.
For this reason, it is necessary that someone will ask relevant questions.
Only the Human Resource department staff can ask these questions. This allows the line manager to be invited and one of their future colleagues to be included on the selection panel.
There will be a need for a first screening of CVs if there is too many applicants.
Reference check: This is a common practice in many hotels, such as the Hilton Hotel.
(2006). This is supposed be used to verify that the information in the letters and CVs of applicants is correct.
Second interview: The second interview is conducted based on the results of the first interviews.
There are many reasons why applicants could be rejected from the first round. Those who make it to the second stage are invited.
This phase usually focuses more on getting to know applicants.
In this phase, the applicant might be asked what they thought about the experience.
Dowling (2007) says that the applicant might be asked additional questions about their willingness to relocate and their opinions on the length of their assignment.
This is to let the applicants know they have been accepted for a job.
It is also a good idea for unsuccessful applicants to explain why they were not chosen for the job.
Refer toBach, S. 2010, ‘Managing human resources. (Oxford: Blackwell, 2005) fourth edition [ISBN 9781405118514] Chapter 15 ‘Direct participation’.Ball, M. K. (2012).
Supply and Demand.
New York, NY. Rosen Publishing Group.
Boselie J. and Dietz G & Boon C 2005. Commonalities and contradictions within HRM
Gold Human resource management: Theory & practice. (Basingstoke: Palgrave, 2012) fifth edition [ISBN 9780230580565].
Browning, V., & Edgar, F2004, “Reactions towards HRM: and employee perspective from South Africa, New Zealand”.
Journal of the Australian and New Zealand Academy of Management. 10(2), 1-13Cabrelli, D 2010, ‘Employment law.
Harlow (England): Pearson Longman.
Claydon T. & J. Beardwell (2013), “Human resource Management: A Contemporary Approach.”
(Harlow: Prentice Hall. 2007) Fifth edition [ISBN9780273707639] Section 14 – Employee participation and involvement.
Cunningham. I 2000. Human Resource Management Theory and Practice. Employee Relations. 22, 1/2.
206-207 EBSCOhost Business Source Premier. viewed 16/05/2017
Dicker L 2003. Employee relations. How to build strong relationships. Crows Nest, NSW: Allen & Unwin.
FL Memo Ltd. 2006 (‘Employment2006: Law and practice; Human resources.
London: FL memo
Haynes P. and Fryer G 2000. Human resources, service quality, performance: A case-study.
International Journal of Contemporary Hospitality Management (12 (4)), 240-248.
Henderson, H. D 2010, Supply and Demand.
Kila, MT : Kessinger Publishing
Kramar R. and J. Syed Human Resources Management in a Global Context. (Basingstoke: Palgrave, 2012) first edition [ISBN 9780230251533].Lockton, D 2006, ‘Employment law.
Basingstoke Palgrave Macmillan.
Marchington M. & Wilkinson. 2005. ‘Highly committed HRM and performance.
Human resource management at work (pp. 71 – 98).
London: CIPD. Performance research.
Human Resource Management Journal. 15 (3): 67-94.
Saar E. Unt. M. Helemae. J. Oras. K., & Taht. K 2014, ‘What role does education play in the recruitment process?
Journal Of Education & Work. 27, 5, pp.
475-495. Business Source Premier. EBSCOhost viewed May 17, 2017.Singh, P. N., & Kumar, N. (2011).
Employee relations management. New Delhi: Pearson Education South Asi.?lusarczyk, B, & Golnik, R 2014, ‘THE RECRUITMENT PROCESS IN TRANSNATIONAL CORPORATIONS’, Polish Journal Of Management Studies, 10, 1, pp.
189-197. Business Source Premier. EBSCOhost. viewed on 17 May 2017.Smit, G., Verhoeven, H., & Driessen, A. (2006). Personeelsselectie en assessment, Wetenschap indepraktijk. Amsterdam: Van Gorcum.
Torrington D. (with L. Hall and S. Taylor), C. Atkinson Fundamentals for human resource management. (Harlow: Financial Times Prentice Hall, 2009) first edition [ISBN 9780273713067].
Torrington D. and L. Hall, S. Taylor, C. Atkinson, Human resource management.
(Harlow : Financial Times, 2011). (ISBN 97827375692727) Chapter 7 ‘Recruitment’ & Chapter 8′ ‘Selection methodologies and decisions’
Yakubovich V., and Lup D 2006. ‘Stages Of The Recruitment Process And the Referrer’s Perform Effect’. Organization Science. 17, 6, pp.
710-723. Business Source Premier. EBSCOhost. viewed 17 mai 2017