HCM CITY UNIVERSITY OF FOREIGN LANGUAGES INFORMATION TECHNOLOGY SCHOOL OF TOURISM AND HOSPITALITY

TOURISM AND HOSPITALITY MANAGEMENT

HUMAN RESOURCES MANAGEMENT 3 Credits
COURSE DESCRIPTION This course aims to provide students with human resource frameworks. It covers the raising of greater efficiency and productiveness of human resources through the application of effective policies and practices in selection, training, compensation, promotion and transfer, health and safety provisions, morale building, job stabilization, grievance handling and disciplinary actions. COURSE OBJECTIVES At the end of the course, students should be able to understand basic principles of a human resource management, as well as the broad scope of tourism and hospitality service and managements; describe the human resource management concepts and different types of managements; keep up with current issues in this field; discuss factors affecting the success of a travel enterprise or hotel through aspects of human resource management. TEXTBOOKS & REFERENCES Required textbooks 1. Human Resources Management for the Hospitality industry, by Mary L. Tanke References Human Resources And Personnel Management by William B. Werther, Jr. and Keith Davis, 1996 (page 328, & page 114 375) Introduction to Hospitality by John R. Walker, 2001 (page 519 531) Introduction to Management in the Hospitality Industry, by Tom Powers and Clayton W. Barrows, 2003 (page 517 545) To be advised TEACHING & LEARNING STRATEGIES Lectures Oral presentation Group work/ pair work/ individual work Self-directed learning Case Study/ Project

ASSESSMENTS On-going assessment 40% o Quiz/Test: 20% o Group's project / presentation: 20% End-of-term test: 60%

COURSE OUTLINE

Time allo tme nt

Contents

135 min ute s (contact hours) 135 min ute s (contact hour s) 270 min ute s (con tact hour s) 135 min ute s (contact hour s) 135 min ute s (contact hour s) 270 min ute s (con tact hour s)

Chapter 1 Overview

Essentials (Essential contents will be provided directly by lecturers and be examined at the end-ofterm exam) HRM definition HRM functions Responsibilities of managers

Optional (Optional contents will be approached by students with lecturers assistance and be evaluated in on-going assessments) Historical influences Changes in the 21st centuries

Chapter 2 Human Resource Planning

Definitions of planning, goals, objectives, and forecasting The HR process Terminology Job analysis Job description / specifications Human resources inventories Closing the HR gap

Forecasting considerations, variables Case study Employee handbook

Chapter 3 Job analysis

Job inventory approach Critical incident technique Succession planning Case study/exercises on job descriptions and specifications The labor market and labor shortage in the market. Sources of alternative labor pool Recruitment and the law Some interviewing techniques (questions design, interview strategies) Role-play interviewing Characteristics of orientation in tourism and hospitality Training requirements for Tourism - Hospitality Adult learning

Chapter 4 Recruitment Recruitment: Definition, methods, alternatives to recruitment. Chapter 5 Selection The selection process Hiring and placement Orientation: Definition and minimum contents Training: Definition and process of developing a training program, methods of training.

Chapter 7 Orientation and Training

135 min ute s (con tact hour s)

Chapter 8 Developmen t and motivation

Development: Definition, responsibilities of three parties in development, mentor - protege relationship. Motivation: Maslows and Alderfers theories, money as a motivator. Performance appraisal: - Definition - Basic process - Methods Retention: - Turnover - Cost of turnover Compensation policies (chapter 10 and 11, selected readings)

Career development program The career fit model Development review Theories of Herzberg, theory X theory Y, expectation theory, the Pygmalion effect, job enrichment.

Chapter 9, 10 and 415 11 min Performanc ute e s Appraisa (con l, tact Retentio hour n and s) Compen sation 135 min ute s (contact hours) 270 minute s (noncontact hours)

Performance appraisal: - Different purposes and roles of performance appraisal - Judge versus coach - Common mistakes - Guidelines in improving the effectiveness of PA Retention methods and programs

Review

Students questions

Evaluation of case studies, mid-term quizzes and projects and preparation of written feedbacks.

Notes: The time allotment is based on lecturers working hours. Contact hours are used for: - Lectures; - Students presentations; - Giving feedback on students homework; - Answering questions and reviews; - Consultation time (out-of-class). Non-contact hours are used for: - Evaluations of all kind of home works (without the participation of students); - Preparations of teaching materials and written feedbacks.