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A number of researchers (Cetron et al. 2006; Henry et al. 2004; Holjevac 2003; Lu 2005; Tanke 2001; Watson et al. 2002; Woods 1999) have attempted to forecast the future HRM challenges confronting the hospitality industry. Although high technology and information system have replaced many traditional and administrative functions, such as payroll and records maintenance, it is not possible to replace service employees in an intensive hands on customer service culture. Therefore, Holjevac (2003) predicts that employees will continue to be the most important assets of hotels, and that training and development remains an imperative, permanent
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This study was intended to generate data and insights that are relevant to the hotel industry . However, there are some limitations regarding the generalisation of the results presented here. The study was limited to the most senior managers responsible for human resource management. Many researchers in the HRM field rely heavily on a management perspective in response to current practices and business performance rather than direct observation.The integration of the views of all levels of staff and customers would provide a better range of responses and give a more balanced analysis. Inaddition, the fact that the respondents were not executives meant that theperspectives of that group have not been represented here, an important gap given the assumptions that some respondents made about the priorities and views of top management and owners.The target of this research was international chain hotels and domestic chain hotels. This research sample covered 2 hotels. This is not good sample and the data and findings cannot reasonably be expected to provide a sound guide to thinking and practice across the chain hotels. However, chain hotels represent a larger scale of operation and so these results should not be generalised to smaller hotels. These are normally family-owned business and previous research suggests that HRM is not as well developed or even recognised in that context .So the results of this study cannot be viewed as representative of the hotel industry as a whole.
Definition
Hospitality: The Oxford English dictionary hospitality is defined as:the act or practice of being hospitable; the reception and entertainment of guests, visitors or strangers.
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These parts of hospitality might clarify what hospitality is but again looks at it from a consumer (market) side and not from the sector perspective.
Brymer and Huffman Accrding to Brymer and Huffman the hospitality industry isan umbrella term used to encompass The many and varied businesses that cater guests . This statement indicates that they also recognise the difficulty in limiting the scope of the hospitality industry.
They however like Angelo and Vladimir find some major segments in the hospitality industry,
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There have been many attempts to define what exactly HRM might be and indeed Heery and Noon (2001) recognize that it is a subject of considerable academic analysis and that, ultimately, there is no common agreement on what HRM means. Resultantly, they offer 10 definitions, which they feel capture the complexity and dynamism of HRM as a subject of academic study: A label HRM is seen as simply being another name for personnel management and there is nothing distinct or special about HRM. A convenient shorthand term that allows for the grouping together of a whole series of subdisciplines that are broadly concerned with people management:such as employee relations, industrial/labour relations, personnel management and organizational behaviour. A map to help guide students and practitioners to understand the concept and ideas associated with the management of people. Aset of professional practices suggests that there are a range of personnel practices that can be integrated to ensure a professional approach to managing people. In this view a potentially key role is likely to be played by the Chartered Institute for Personnel and Development (CIPD), which is the professional association for those entering the HR and personnel profession. A method of ensuring internal fit again sees the need to co-ordinate approaches to people management, but here the co-ordination needs to be with other areas of the organization. A method of ensuring external fit where HRM activities have to be fully integrated with the demands of the external environment. A competitive advantage where HRM is the means by which an organization cangain competitive advantage, a view best captured by the clich of our people are our greatest asset. A market-driven approach is that decisions will often be market driven and the needs of the business determine the manner in which employees are treated; some may be treated well, others less so well. A manipulative device sees it as inherently exploitative and manipulative.
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Best fit One of the earliest and most influential attempts to develop a model that recognized the need for a fit between the competitive strategy and HRM was that offered by Schuler and Jackson (1987). Schuler and Jackson developed a series of typologies of needed role behaviours that enabled the link between competitive strategy and HRM practices to be made. The type of needed role behaviours within Schuler and Jacksons model was contingent on the overall strategies that an organization could adopt to seek competitive advantage and the HRM approached adopted to sustain this. Best practice Whilst arguments for best fit advocate a close fit between competitive strategies and HRM, those in favour of best practice approaches to HRM suggest that there is a universal one best way to manage people. By adopting a best practice approach it is argued that organizations will see enhanced commitment from employees leading to improved organizational performance, higher levels of service quality and ultimately increases in productivity and profitability, Usually couched in terms of bundles, the HRM practices that are offered in support of a high commitment and performance model are generally fairly consistent. For example, Redman and Matthews (1998) outline a range of HR practices which are suggested as being important to organizational strategies aimed at securing high-quality service: Recruitment and selection: Recruiting and selecting staff with the correct attitudinal and behavioural characteristics. A range of assessments in the selection process should be utilized to evaluate the work values, personality, interpersonal skills and problem-solving abilities of potential employees to assess their service orientation. Retention: The need to avoid the development of a turnover culture, which may of course be particularly prevalent in tourism and hospitality. For example, the use of retention bonuses to influence employees to stay. Teamwork: The use of semi-autonomous, cross-process and multi-functional teams.
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buildings will fail if the human/personnel aspect of the organization is not carefully taken care of. Human resources (HR) are the most important resource hotels have since when we talk of hospitality we talk of a service, where the person who delivers it, is a vital part. Both the client and supplier affect service and human resources development is the starting point for success in hospitality organizations. Thus, the tourism industry and specially the hotel sector, considering its main characteristics, more than any other sector, faces the need to put in practice the human resources management (HRM) practices. Wood (in Baum, Amoah e Spivack, 1997) refer that mainly because of the personal service nature of the work involved, in most developed countries, both indusstry employees and wider society view hotel and catering labour as a relatively low status. Besides, the hotel sector has some important features that need specific strategies namely, a high proportion of unskilled labour; a set of competencies that are easily transferable between hotel units; high turnover rates; low wages (unskilled nature of the work creates an excess of supply that keep wages down). Riley (1991) also refers to the subjective nature of standards i.e. every workers output is judged subjectively because concepts like hospitality and service cannot be measured formally. The negative employment image of the sector is the result of a set of historic and contemporary factors (Baum, Amoah e Spivack, 1997:222): the origin of hospitality work within domestic service and its consequent association with servility; links, in some countries between hospitality employment and colonial legacy; widespread use of expatriate labour in many developing countries, creating the perception that the sector is one offering only limited opportunity for promotion and progression; widespread exposure to work in the sector as a first working experience, resulting in generalised assessment based on limited exposure. Still, in what concerns features in hotel working, to those who work directly with clients, hours of work are traditionally dictated by the clients needs and by the employment contract. Another dichotomy can be established between those who are in management positions and those who are not. The first ones work several hours according to the needs of the hotel and not according to specific and well defined shifts of work. Since usually extra hours of work are not paid to workers in
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techniques of a operative nature with no relation to management in general. In opposite terms, HRM has a proactive and strategic nature where HR are important assets of the organization, managed accordingly to the established long range objectives. Besides, acts on the culture level of the organization, in a holistic and integral perspective of managing people, where the performance of each employee is an important contributor to efficient and competitive organisations. Moreover, HRM is seen as a management activity, and consequently a responsibility of all managers (Beaumont, 1993). In what concerns defining the HRM concept there are several authors that pinpoint the need to distinguish between managing resources and managing people. Namely, Torrington, Hall & Taylor (2002) refer that in personnel management people who work in the organization are the starting point, i.e. personnel managers direct their efforts to mediate the relationships between employers and employees. Contrasting with this perspective, HRM is directed to management needs in terms of resources to hire and develop. The emphasis is put on planning and monitoring and not on simple mediation. Problem solving is made with all managers involved in the question being discussed instead of debate between employees and/or their representatives. Literature also refer that HRM is totally associated with the interests of management since it is a generic management activity relatively distant from workforce as a
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This paper draws on a number of sources (Brown et al., 2001; DfEE, 2000; HtF, 2000; 2000a; 2001; 2001a; 2002; IDS, 2001; 2001a; 2002; 2002a) to offer a brief review of the context in which organisations in the hospitality industry are making their HRM choices. Hospitality is, without doubt, one of the most important industries in the UK,contributing around 5 per cent of UK GDP and 25 per cent of foreign invisible earnings. The industry employs 1.9 million people, which denotes 7.3 per cent of total employment 26 in the UK. Moreover the sector is set for substantial job growth in coming years, with the National Training Organisation (NTO) for the sector, the Hospitality Training Foundation (HtF), suggesting that the sector is likely to create 300,000 new jobs between 2002 and 2009 (HtF, 2001). The majority of employees in hospitality, around 1.1 million, are in the commercial sector of the industry, which consists of pubs, clubs and bars, restaurants, hotels and contract catering. The remaining number are in the hospitality services sector, where the main function of the business is not hospitality, for example hospital catering, school meals and so on. Within the commercial sector the vast majority of businesses
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Around 25 per cent of employees have gone no further than O level or GCSE, with 18.5 per cent of the workforce having no qualification compared to 11.5 per cent of the total workforce. Despite the introduction of the national minimum wage (NMW) hospitality remains a poorly remunerated sector with employees receiving lower pay than their counterparts in all other industries and services. For example, average gross earnings for adult full time employees in the
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This recognition of diversity within the various sub-sectors is important and has implications for both competitive strategies and related approaches to HRM. As the DfEE (2000) notes two star hotels tend to compete with other two star hotels within their immediate area and not three star hotels. Likewise fast food restaurants and Michelin starred restaurants will compete in completely different and separately defined consumer and labour markets. The DfEE (2000: 18) goes on to recognise that, The diversity of products, operational scales and technologies makes it difficult to compare the overall degree of product complexity among sub-sectors, because, essentially, the products are actually services and these have diverse components. Importantly, the report also notes the implication of this point for skills. The degree of complexity of products, both in terms of scale and sophistication, had implications for the range and levels of skills required. Clearly, then, this sectoral profile offers a number of structural features that may be inimical to sustaining good practice HRM. Aspects like the predominance of small businesses and a youthful, part-time, female and lowly qualified workforce may mean, as Keep and Mayhew (1999a) argue, the relatively low level of skills in the hospitality sector is a third order problem. Therefore although the low skills base in hospitality is potentially problematic. Keep and Mayhew (1999a: 7) suggest that it is not the main [problem] and is often contingent upon other structural factors. Thus the first order problem is the ownership structure of the industry and the predominance of very small, 29 owner-managed micro businesses. Secondly, within the hospitality sector generally competitive strategy is based on cost based competition. These product market choices then give rise to and serve to exacerbate the second order problem of the structure of the labour market and poor personnel management. Some of the issues emerging from this second order problem will be further addressed later in the paper with a review of examples of bad and good HRM practice in hospitality. At this point though we aim to further explore some of the issues emerging from the predominance of small businesses. As we have just noted SMEs play a crucial role in the hospitality industry and consequently there is a need to consider in greater detail the specific exigencies facing these organisations. In
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HRM Issues In The Hotel Industry Globally Employee turnover has been one of the biggest concerns in the hotel industry for a long time (Hinkin &Tracey, 2000). The hotel industry globally suffers from high staff turnover levels, which is a pervasive and serious problem resulting in high direct expenditure as well as intangible costs (Cheng &Brown, 1998; Hinkin &Tracey, 2000). Hinkin and Tracey (2000) suggested the indirect costs related to turnover account for more than half of the total costs involved in turnover. Simons and Hinkin (2001) contended that employee turnover is more costly for luxury hotels than for lower budget hotels,due to the more sophisticated operating and training systems of the former. There are many different factors that impact on turnover rates. Riegel (2002) argues that turnover is the consequence of a complicated series of dynamics, which include the obvious ones of job dissatisfaction and limited organizational commitment that influence employee attitudes and ultimately affect employee behavior. Mobley (1982) suggested that the reasons for turnover in general include dissatisfaction with work; availability of attractive alternatives; external factors like housing, transportation, or physical environment; and personal factors like illness or injury. Hinkin and Tracey (2000) added poor supervision, a poor working environment, and inadequate compensation to that list. They further suggested that some managers do not understand the relationship between employee retention and company profitability, and accept turnover as a necessary evil. The issue of turnover has attracted many researchers' attention in different countries. Powell and Wood (1999) suggested one of the most significant problems in the hotel industry worldwide is 'brain drain', because the skills and qualifications gained in hotel sectors are easily transferable to others. Cheng and Brown (1998) explored the views of HR managers on the strategic management of employee turnover in medium-to -large hotels in Australia and Singapore. They suggested that the most effective mechanisms for minimizing turnover are initial recruitment and selection. They recommended a greater focus on internal recruitment and development, which create career path options, as a means to reduce staff turnover levels. They also noted induction and socialization that effectively acculturate newcomers into the organization; and training and development that demonstrates the willingness of an organization to invest in people which in turn lead to an increase in employees'
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THEORITICAL FRAMEWORK
3.1 HUMAN RESOURCE MANAGEMENT OF HOSPITALITY INDUSTRY In hospitality industry the job of HR manager can be compare with the job of conductor, whose job is to instruct and direct all of the various musicians so that they can perform well together. But before a conductor can direct a beautiful performance, all of the individual musicians must be able to play their instruments well. What kind of performance could one can expect if the violinists did not know how to play their instruments or the flutists could not read music? So it is in the hospitality industry, before a manager can direct and shape employees individual contributions into an efficient whole, he or she must first turn employees into competent workers who know how to do their jobs. Employees are the musicians of the orchestra that the members of the audience-the-guests-have come to watch performance. If employees are not skilled at their jobs, then the performance they give will get bad reviews. Just as an orchestra can have a fine musical score from a great composer and still perform poorly because of incompetent musicians, so a hotel can have a finest standard recipes, service procedures and quality standards and still have dissatisfied guests because of poor employee performance. That is why properly managing human resources is so important. No other industry provides so much contact between employees and customers and so many opportunities to either reinforce a positive experience or create a negative one. As in the five-star hotel and five-star deluxe hotel there are around lots of employee are involved in different jobs in different fields there is dire need to look and control on them. No doubt different departments heads are present to look their department employee, but HRD is a place, which supervise and effectively communicate with these departments head and communicate with the top management. Thus there function is very large and diverse as compared with respect to different departments heads.
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General Manager
Personnel Director
Personnel Manager
Personnel Department
Maintaining Payroll
Recruitment
Training
Welfare
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Talking Back for Success The president of Hyatt Hotels makes it a practice to hold gripe sessions with small groups of employees. Managers at Earls restaurants make the rounds of all tables to inquire about the food and the service. The American Automobiles Associations uses an 800-number to makes its products and services more accessible to customers and to gather information regarding what customers are thinking and doing. At United Airlines, managers are encouraged to get out of their offices and engage in informal exchanges with employees. What do Hyatt Hotels, Earls restaurants, the American Automobiles Association, and United Airlines have in common? For one thing, they will all tell you that effective
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3.3 HUMAN RESOURCE PLANNING Human Resource Planning (HRP) is the first aspect of human resource process. It is very commonly understood as the process of forecasting an organizations future demand for, and of, the right type of people in the right number. It is only after this that HRM department can initiate a recruitment and selection process. HRP is the sub-system in the total organizational planning. HRP is important for: The future personnel needs To cope up with change To create highly talented personnel For the protection of weaker sections For the international expansion strategy of the company It is the foundation for personnel functions The list is infact never ending. HRP actually has become an inevitable part of HRM process.
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HR Demand Forecast
HR Supply Forecast
HR Programming
HRP Implementation
Surplus
Shortage
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HR Demand Forecast
Demand forecasting must consider several factors both external as well as internal. Among the external factors are competition, economic climate, laws and regulatory bodies, changes in technology and social factors. Internal factors include budget constraints, production levels, new products and services, organizational structure and employee separations.
HR Supply Forecast
The next logical step for the management is to determine whether it will be able to procure the required number of personnel and the sources for such procurement. This information is provided by supply forecasting. Supply forecasting measures the number of people likely to be available from within and outside an organization, after making allowance for absenteeism, internal movements and promotions, wastage and changes in hours and other conditions of work.
HR Programming
Once an organizations personnel demand and supply are forecast, the two must be reconciled or balanced in order that vacancies can be filled by the right employees at the right time. HR programming is the third step in the planning process, therefore, assumes greater importance.
HR Plan Implementation
Implementation requires converting an HR plan into action. A series of action programmes are initiated as a part of HR plan implementation. Some such programmes are recruitment, selection and placement; training and development; retraining and redeployment; the retention plan; the redundancy plan; and the succession plan.
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3.4.1 Job Analysis Process Job Analysis A Process of Obtaining all Pertinent Job Facts
Job Specification A statement of human qualifications necessary to do the job. Usually contains such items as
Job title Location Job Summary Duties RECRUITMENT Machines, tools & equipment Materials & form used Supervision given or received Working conditions Hazards
Education Experience Training Judgement Initiative Physical efforts & Physical skills Responsibilities Communication skills Emotional characteristics Unusual sensory demands such as sight, smell, hearing.
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Personnel Planning
Job Analysis
Job Vacancies
Applicant Population
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3.6.1 Selection Process Selection is a long process, commencing from the preliminary interview of the applicants and ending with the contract of employment. Selection procedure for senior managers will be longdrawn and rigorous, but it is simple and short while hiring shop-floor workers.
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Extemporization
Written Aptitude Test Preliminary Interview Psychometric Test for short listed candidates Final Interview with senior management
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History of employer Organization of employer Names & titles of key executives Employees title & department Layout of physical facilities Probationary period
Product line or services provided Overview of production process Company policies & rules Disciplinary regulations Employee handbook Safety procedure & enforcement
Employee Benefits
Pay scales and pay days Vacations and holidays Rest breaks Training & education benefits Counseling
Rehabilitation programmes
Introduction
To supervisor To trainers
Job Duties
Job location
Overview of job
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Training and development activities are designed in order to impart specific skills, abilities and knowledge to employees. Effective training is basic ingredient of success in the hospitality industry. The concept of training is endorsed my most managers in the hospitalityindustry, yet managers often give little thought to the training function in the context of their own business or departmental responsibilities until something goes wrong! One of the main problems in hotel industry is that investment in training and development of employees is a reactive process for many companies. Frequently, training and development arises as the result of significant change in the operational environment or as a consequent of crisis such as staff turnover or major departmental problems. Training is then used to cope with the immediate difficulty. This process may be proved costly to hotel. Whereas development refers to learning opportunities designed to help employees grow and evolve a vision about the future.
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Marriott Trains
Bill Marriott is a firm believer in the value of training front-line people, and in the impact the front-line has on the bottom-line. There are over 140000 employees in the various Marriott hotel and food service enterprises, which he describe simply as a people business. As Marriott says:
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3.10 PERFORMANCE APPRAISAL Performance appraisal refers to the assessment of an employees actual performance, behaviour on jobs, and his or her potential for future performance. It is done generally for the purpose of assessing training needs to employee, to effect his promotions and to give him pay increase, retention or termination. Though there are different methods of performance appraisal only one method that is commonly used in this industry is Rating Scale Method. In most of the hotels the performance appraisal is done on yearly basis. The rating scales method is used by the way of Questionnaire (1-10).
Create a culture of excellence that inspires every employee to improve or lend himself or
herself to be assessed.
Align organizational objectives to individual aspirations. Clear growth paths for talented individuals. Provide new challenges to rejuvenate careers that have reached the plateau stage. Forge a partnership with people for managing their careers. Empower employees to make decisions without the fear of failing. Auro University Page 33
Job evaluation refers to the process of determining the relative worth of each job for purpose of establishing satisfactory wage and salary differentials. Jobs are evaluated on the basis of their content and are placed in the order of their importance. In a job evaluation programme, the jobs are ranked and not the job holders.
Job Evaluation
Analytical
Non-Analytical
PointRanking Method
Ranking Method
Though there are different types of methods available but the most common method practiced in this industry is analytical method and in analytical method point ranking methods is the most appropriate one.
3.12 EMPLOYEE RELATIONS As the name suggest it is all about maintaining relationship with the employee. It includes all terms that are concerned with the employee like employee remuneration, incentives payments, employee benefits and services, employee welfare, safety and health issue, trade unions etc. Here its where the HR manager communicates with employee about their problems, suggestion and so on. All these steps are followed in order to retain best employee.
3.12.1 Employee Remuneration In most of the hotels, the human resource department plays a crucial role in determining the remuneration policy of employees. For this they take into consideration all external as well as the internal factors. By this they have to deal with external factors like labour market, going rate, cost of living, labour unions, labour laws, society and the economy as well as internal factors like companys ability to pay, job evaluation and performance appraisal and the worker himself or herself. In this industry both financial as well as non-financial methods of remuneration are followed.
3.12.2 Employee Benefits and Services The HRD has a major role in the development and management of benefits programs. These benefits are designed by HRD in order to suit the requirement of employee. And further, they are sent to the top management for approval. Thereafter they are implemented. These benefits, which are given to the employee, are both financial as well as non-financial.
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3.12.3 Employee Welfare Labour welfare refers to taking care of the well being of workers by employers, trade unions, and government and non-government agencies. Recognizing the unique place of the worker in the society and doing good for him/her retaining and motivating employees, minimizing social evils, and building up the local reputation of the hotel are the arguments in favour of employee welfare. Hence this area has generated one more area for practicing of HR roles.
3.12.4 Safety and Health Issue Since the hospitality industry, is the service industry, hence the safety and health aspects of employee is concern for the organization, as employee are assets of service industry. The whole and soul responsibility of employee health and safety measures lie on the shoulder of HR department. Hence such types of measures reduce the chances of accidents.
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3.13 FUTURE ROLE OF HUMAN RESOURCE IN HOSPITALITY INDUSTRY Service quality and productivity were the most crucial competitive issues facing these firms. When asked to different hotels regarding strengthening competitiveness, 50 percent choose internal management actions, including educating and training employees, with publicly announcing employee policy. And all these procedure of implementing such task is over HR shoulder. To achieve a progressive, innovative culture within organization- and to cope with the critical challenges that the future might bring- human resources professionals are likely to assume certain roles with greater frequency. These roles are following: The Consultant Advisor Role:- In particular, the top human resources executive will increasingly play a major role in advising the CEO and the top management team about the human resources implications of broad organizational strategy, both nationally and globally. Further, the human resources department will be called upon more and more advice management at all levels about the motivational, morale and legal implications of various present and proposed practices and policies. The Catalyst Facilitator Role:- The human resources directors have a unique opportunity to serve in a catalyst-facilitator role in stimulating a top management philosophy, leadership style and organizational culture and climate. It is important that management develops a clear view of these interrelated matters and that management is self-conscious about them on an ongoing basis. In addition, the human resources director can serve as a resource person about these concepts and their links to organizational outcomes such as effectiveness, efficiency, development and participant satisfaction. The Diagnostic Role:- By this, they are expected to identify the underlying causes of an organizational problem as distinct from its symptoms and to come up with solutions or system for solving the problem- that correspond with the diagnosis. All too often, programs of various kinds, like job enrichment, incentives systems, quality circles and so on, are proposed by managers or human resources people. what is usually needed is an accurate description of the problem to be solved, a careful analysis of the dynamics of that problem,
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Hyatt has an ambitious plan to find, train, and keep quality employees during the next 10 years Focus 2000. Recruitment, training, recognition, retention, communications, volunteerism and community involvement are important components of the plan. One priority of focus 2000 is keeping tabs of management and line employees. The Hyatt Management Manpower Inventory is a program to keep track of the locations, performance and wage scales of more than 8000 management-level employees in the company. The information, which is compiled on computer at each hotel and sent to corporate offices, includes the employees levels of interest in promotion, geographic preferences and the availability of other employees to fill their slots if they are promoted. One another program provides more statistical indicators of a propertys success and helps the corporate and regional staffs identify potential personnel problem areas. The strongest component of the focus 2000 program is employee communications. The chain has
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INTRODUCTION Hyatt Hotels Corporation, is an American international company and operator of hotels. The Hyatt Corporation was born upon purchase of the Hyatt House, at Los Angeles International Airport on January 1, 1957. Thay are a global hospitality company with widely recognized, industry leading brands and a tradition of innovation developed over our more than fifty-year history. Their mission is to provide authentic hospitality by making a difference in the lives of the people we touch every day. They focus on this mission in pursuit of our goal of becoming the most preferred brand in each segment that we serve for our associates, guests, and owners. They support our mission and goal by adhering to a set of core values that characterizes our culture.
They manage, franchise, own and develop Hyatt branded hotels, resorts and residential and vacation ownership properties around the world. As of June 30, 2012, the company's worldwide portfolio consisted of 492 properties. HR POLICIES Employee Rewards Hyatt believes in its employees in celebrating success and in highlighting accomplishments! Employees take pride in being part of such a collaborative environment. As an employee of the Hyatt team, not only will receive outstanding rewards and recognition, but also be a part of a family-friendly atmosphere consistently labeled with "great camaraderie". Employee feel a tremendous sense of pride when recognized for contributions to exceptional guest experiences. Hyatt is equally committed to ensuring that employees, their family or domestic partner stay healthy, take advantage of opportunities, plan for the future and take time to enjoy life. As
healthy and happy people, Hyatt employees are committed to working in collaborative environment. Hyatt's worldwide recognition and rewards programs will vary depending on the country.
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INTRODUCTION Marriott Hotels & Resorts is Marriott International's flagship brand of full-
service hotels and resorts. The company, based in Washington D.C., is repeatedly included on the Forbes Best Companies to Work for list, and was voted the 4th best company to work for in the UK by The Times in 2009. As of August 2012, there were 502 hotels and resorts operating under the brand. The loyalty program is called Marriott Rewards. HR POLICIES Employee Rewards Marriott offers competitive compensation and benefits for all associates. Depending on job role and location, Marriott associates receive:
Competitive benefit packages (which may vary by country according to employment laws and practices)
Hotel room discounts at our locations around the globe Discounts on food and beverages, as well as retail discounts in our gift shops, at Marriott hotels around the globe
Competitive pay and advancement opportunities In the ordinary course of business, compensation and benefits programs evolve as business needs and laws change. Therefore, the benefits outlined here may be subject to change. Safety to Employees Marriott's Award-Winning Program Puts Employees' Safety First As one of the world's largest hotel brands, Marriott International employs approximately 110,000 associates in its 700 managed U.S. hotels. With a large staff and significant safety challenges, Marriott has developed a sophisticated and innovative workers' compensation program, recognized by the 2007 Theodore Roosevelt Workers' Compensation Award committee as one of the best programs in the country.
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HUMAN CAPITAL CONCEPTS: MARRIOT STRIVES TO PUT EMPLOYEES SAFETY FIRST CEO J.W. Marriott said his parents taught him to put associates first: "If the employees are well taken care of, they'll take care of the customer and the customer will come back." Marriott strives to maintain safe work conditions, and when someone is injured, to initiate a prompt and appropriate response. "There are two key factors to creating a safe work environment. "First, safety designers analyze and design hotels with safety and security in mind. Second, they offer extensive Job Safety Analysis training and tools to bring about safe employee behavior. In informal surveys, an overwhelming majority of associates said they discuss safety during staff meetings this has made a significant impact." A key indication of Marriott's success is that after an intensive six-month evaluation by the American National Standards Institute (ANSI Z10), its safety standards and program earned the prestigious World-Class Safety Award..
Planning for the future Marriot culture encourages long-term growth and development. For many of associates, working at Marriott is a life-changing journey that allows increasing levels of responsibility, accountability and leadership. Here are some great reasons to make a career at Marriott:
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Marriot is a global business with many brands and locations, and many of associates create lifelong, constantly evolving careers within the Marriott family.
They promote from within; thousands of managers began their Marriott careers in entry-level positions.
Marriot associates have access to services that support their physical and emotional well-being throughout their Marriott careers.
Marriott associates average 78 hours of training and 34 hours of professional development each year.
All Marriott associates are encouraged to gain experience in a variety of disciplines to fully understand the hospitality business and continue to expand their career options.
Balanced Role Apart from providing a competitive pay package, Marriott strived to give its employees a good work life. The company gave equal importance to non-monetary factors such as work-life balance, good leadership, better growth opportunities, a friendly work environment and training.
Employees stayed longer with Marriott as they were happy with these non-monetary factors and thought them more important.
Marriott's culture and guiding principles had a significant influence on the company's HR practices including manpower planning, recruitment and selection; training and development, employee retention and welfare initiatives and grievance redress. Positive Recognition With Marriot Marriott
recognize
experiences and their passion for our business, including recognition of: Associates who demonstrate outstanding commitment to guests and the success of their location or hotel
Managers who demonstrate exceptional leadership Associates who demonstrate commitment to local communities Associates who provide referrals for new employees Years of service, at five-year intervals
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Associates with 25 years of service (rewarded with free weekend stays at Marriott hotels around the world) Manpower Planning, Recruitment and Selection
Marriott attached a lot of importance to manpower planning. It started right from entry level and went through to higher positions. Every unit of Marriott (division or department) prepared its expansion plans over the next couple of years, and, in the process, decided on the number of entry level and managerial employees required for the expansion.
Details on the number of new units planned in the given time frame (two to five years), a rough picture of the likely organization structure, the time required to develop employees who could take managerial positions, current availability of employees within Marriott and the necessity to recruit externally - all these were determined during the planning process. Training and Development Once the right candidates were recruited, it was important to get them accustomed to the company's unique work environment. Training and development played a key role here. These programs varied between frontline employees and managerial personnel. Over time, training programs evolved from classroom- based teaching to interactive multimedia training. Fresh recruits went through an eight-hour initial training session, during which they were given an overview of Marriott and their individual roles. A unique feature was that senior hotel employees served lunch at the first session. During the three- month training period which followed, a mentor, addressed as 'buddy' was allotted to each recruit. The mentor guided the trainee. All trainees attended refresher sessions after the first and second months. On the final day of training, recruits enjoyed a sumptuous feast at a Marriott hotel.
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Research Methodology
MEANING OF RESEARCH Research in common parlance refers to a search for knowledge. Once can also define research asa scientific and systematic search for pertinent information on a specific topic. In fact, research is an art of scientific investigation. The Advanced Learners Dictionary of Current English lays down the meaning of research as a careful investigation or inquiry specially through search for new facts inany branch of knowledge.1 Redman and Mory define research as a systematized effort to gain new knowledge.2 Some people consider research as a movement, a movement from the known to the unknown. It is actually a voyage of discovery. We all possess the vital instinct of inquisitiveness for, when the unknown confronts us, we wonder and our inquisitiveness makes us probe and attain full and fuller understanding of the unknown. This inquisitiveness is the mother of all knowledge and the method, which man employs for obtaining the knowledge of whatever the unknown, can betermed as research. Research is an academic activity and as such the term should be used in a technical sense.According to Clifford Woody research comprises defining and redefining problems, formulatinghypothesis or suggested solutions; collecting, organising and evaluating data; making deductions and reaching conclusions; and at last carefully testing the conclusions to determine whether they fit the formulating hypothesis. D. Slesinger and M. Stephenson in the Encyclopaedia of Social Sciences define research as the manipulation of things, concepts or symbols for the purpose of generalising to extend, correct or verify knowledge, whether that knowledge aids in construction of theory or in the practice of an art.3 Research is, thus, an original contribution to the existing stock of knowledge making for its advancement. It is the persuit of truth with the help of study, observation, comparison and experiment. In short, the search for knowledge through objective and systematic method of finding solution to a problem is research. The systematic approach concerning generalisation and the formulation of a theory is also research. As such the term research refers to the systematic method consisting of enunciating the problem, formulating a hypothesis, collecting the facts or data, analysingthe facts
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Research has its special significance in solving various operational and planning problems of business and industry. Operations research and market research, along with motivational research, are considered crucial and their results assist, in more than one way, in taking business decisions. Market research is the investigation of the structure and development of a market for the purpose of formulating efficient policies for purchasing, production and sales. Operations research refers to the application of mathematical, logical and analytical techniques to the solution of business problems of cost minimisation or of profit maximisation or what can be termed as optimisation problems. Motivational research of determining why people behave as they do is mainly concerned with market characteristics. In other words, it is concerned with the determination of motivations underlying the consumer (market) behaviour. All these are of great help to people in
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earmarked by the administrative agencies with whom the researcher can discuss as to how the problem originally came about and what considerations are involved in its
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3. Development of working hypotheses: After extensive literature survey, researcher should state in clear terms the working hypothesis or hypotheses. Working hypothesis is tentative assumption made in order to draw out and test its logical or empirical consequences. As such the manner in which research hypotheses are developed is particularly important since they provide the focal point for research. They also affect the manner in which tests must be conducted in the analysis of data and indirectly the quality of data which is required for the analysis. In most types of research, the development of working hypothesis plays an important role. Hypothesis should be very specific and limited to the piece of research in hand because it has to be tested. The role of the hypothesis is to guide the researcher by delimiting the area of research and to keep him on the right track. It sharpens his thinking and focuses attention on the more important facets of the problem. It also indicates the type of data required and the type of methods of data analysis to be used. How does one go about developing working hypotheses? The answer is by using the following approach: (a) Discussions with colleagues and experts about the problem, its origin and the objectives is seeking a solution; (b) Examination of data and records, if available, concerning the problem for possible trends, peculiarities and other clues; (c) Review of similar studies in the area or of the studies on similar problems; and (d) Exploratory personal investigation which involves original field interviews on a limited scale with interested parties and individuals with a view to secure greater insight into the practical aspects of the problem. Thus, working hypotheses arise as a result of apriori thinking about the subject, examination of the available data and material including related studies and the counsel of experts and interested parties.
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The researcher must decide the way of selecting a sample or what is popularly known as the sample design. In other words, a sample design is a definite plan determined before any data are actually collected for obtaining a sample from a given population. Thus, the plan to select 12 of a citys 200 drugstores in a certain way constitutes a sample design. Samples can be either probability samples or non-probability samples. With probability samples each element has a known probability of being included in the sample but the non-probability samples do not allow the researcher to determine this probability. Probability samples are those based on simple random sampling, systematic sampling, stratified sampling, cluster/area sampling whereas non-probability samples are those based on convenience sampling, judgement sampling and quota sampling techniques. A brief mention of the important sample designs is as follows: (i) Deliberate sampling: Deliberate sampling is also known as purposive or nonprobability sampling. This sampling method involves purposive or deliberate selection of
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7. Execution of the project: Execution of the project is a very important step in the research process. If the execution of the project proceeds on correct lines, the data to be collected would be adequate and dependable. The researcher should see that the project is executed in a systematic manner and in time. If the survey is to be conducted by means of structured questionnaires, data can be readily machine-processed. In such a situation, questions as well as the possible answers may be coded. If the data are to be collected through interviewers, arrangements should be made for proper selection and training of the interviewers. The training may be given with the help of instruction manuals which explain clearly the job of the interviewers at each step. Occasional field checks should be made to ensure that the interviewers are doing their assigned job sincerely and efficiently. A careful watch should be kept for unanticipated factors in order to keep the survey as much realistic as possible. This, in other words, means that steps should be taken to ensure that the survey is under statistical control so that the collected information is in accordance with the pre-defined standard of accuracy. If some of the respondents do not cooperate, some suitable methods should be designed to tackle this problem. One method of dealing with the non-response problem is to make a list of the non-respondents and take a small sub-sample of them, and then with the help of experts vigorous efforts can be made for securing response.
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8. Analysis of data: After the data have been collected, the researcher turns to the task of analysing them. The analysis of data requires a number of closely related operations such as establishment of categories, the application of these categories to raw data through coding, tabulation and then drawing statistical inferences. The unwieldy data should necessarily be condensed into a few manageable groups and tables for further analysis. Thus, researcher should classify the raw data into some purposeful and usable categories. Coding operation is usually done at this stage through which the categories of data are transformed into symbols that may be tabulated and counted. Editing is the procedure that improves the quality of the data for coding. With coding the stage is ready for tabulation.
Tabulation is a part of the technical procedure wherein the classified data are put in the form of tables. The mechanical devices can be made use of at this juncture. A great deal of data, specially in large inquiries, is tabulated by computers. Computers not only save time but also make it possible to study large number of variables affecting a problem simultaneously. Analysis work after tabulation is generally based on the computation of various percentages coefficients, etc., by applying various well defined statistical formulae. In the process of analysis, relationships or differences supporting or conflicting with original or new hypotheses should be subjected to tests of significance to determine with what validity data can be said to indicate any conclusion(s). For instance, if there are two samples of weekly wages, each sample being drawn from factories in different parts of the same city, giving two different mean values, then our problem may be whether the two mean values are significantly different or the difference is just a matter of chance. Through the use of statistical tests we can establish whether such a difference is a real one or is the result of random fluctuations. If the difference happens to be real, the inference will be that the two samples come from different universes and if the difference is due to chance, the conclusion would be that the two samples belong to the same universe. Similarly, the technique of analysis of variance can help us in analysing whether three or more varieties of seeds grown on certain fields yield significantly different results or not. In brief, the researcher can analyse the collected data with the help of various statistical measures.
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9. Hypothesis-testing: After analysing the data as stated above, the researcher is in a position to test the hypotheses, if any, he had formulated earlier. Do the facts support the hypotheses or they happen to be contrary? This is the usual question which should be answered while testing hypotheses. Various tests, such as Chi square test, t-test, F-test, have been developed by statisticians for the purpose. The hypotheses may be tested through the use of one or more of such tests, depending upon the nature and object of research inquiry. Hypothesis-testing will result in either accepting the hypothesis or in rejecting it. If the researcher had no hypotheses to start with, generalisations established on the basis of data may be stated as hypotheses to be tested by subsequent researches in times to come.
10. Generalisations and interpretation: If a hypothesis is tested and upheld several times, it may be possible for the researcher to arrive at generalisation, i.e., to build a theory. As a matter of fact, the real value of research lies in its ability to arrive at certain generalisations. If the researcher had no hypothesis to start with, he might seek to explain his findings on the basis of some theory. It is known as interpretation. The process of interpretation may quite often trigger off new questions which in turn may lead to further researches.
11. Preparation of the report or the thesis: Finally, the researcher has to prepare the report of what has been done by him. Writing of report must be done with great care keeping in view the following: (i) the preliminary pages; (ii) the main text, and (iii) the end matter. In its preliminary pages the report should carry title and date followed by acknowledgements and foreword. Then there should be a table of contents followed by a list of tables and list of graphs and charts, if any, given in the report. The main text of the report should have the following parts:
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Recommendations Hospitality is a high touch, high tech, high involvement industry where it is the people who make the difference. So they need to make people retain by good HR policies. The ability for the Hospitality Industry to succeed and the future performance of the industry and related activities will depend largely on the skills, qualities and knowledge of its employees. Indeed the challenges facing the industry can only be met successfully by a well educated, well being, bright, energetic,multi-lingual and multi task workforce. A high quality hospitality workforce can only be achieved through high standards of hospitality education and training which in turn will impact the ability to compete in the global hospitality industry. Qualitative research uses the human-as-an-instrument for the data collection and analysis. Its exploratory and descriptive nature provides insight into the perceptions and ideas that are in the minds of people, and which can be usefully compared with practice. However, qualitative research is relatively rare, both in the field of hospitality generally and certainly in the context of research into industry in India. Managers can provide good training and incentive programs that will cause employees to stay longer at the hotel. Having a clear progression plan to advance to higher levels of service will also cause employees to stick around much longer. The new practices can be introduced by certain governments and industry to improve skills and enhance the competiveness of sector.
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BIBLIOGRAPHY 1. Baum, Tom, Amoah, Vanessa & Spivack, Sheryl (1997), Policy dimensions of human resource management in the tourism and hospitality industries,
2. Beaumont, P. B. (1993) Human Resource Management: Key concepts and skills, Sage Publications Ltd, London.
3. Brown, D., Dickens, R., Gregg, P., Machin, S. and Manning, S. (2001) Everything Under a Fiver: Recruitment and Retention in Lower Paying Labour Markets, York: Joseph Rowntree Foundation.
4. Brown, P., Green, A. and Lauder, H. (2001) High Skills: Globalization, Competitiveness and Skill Formation, Oxford: Oxford University Press.
5. Hornsey, Timothy, Dann, David (1984) Manpower Management in the hotel and catering industry, Batsford Academic and Educational Ltd, London
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7. Torrington, Derek, Hall, Laura, Taylor, Stephen (2002) Human Resource Management 5th Ed, Pearson Education Ltd, Great Britain.
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