Human Resources in Hotels | My Assignment Tutor

Human Resources in HotelsA Valuable Means to DifferentiateFrom the Competition Contemporary Concerns for HR• The role HR plays in Lodging Operationsof the Future• Consequences of Turnover• Complying with Employment Laws• Boosting Employee Productivity HR at the Crossroads• Two likely scenarios for the HR function inhotels:– HR will evolve, adapt, and become moreimportant to lodging organizations.– HR in lodging organizations will beoutsourced using outside talent andtechnology. Alternative 1: HR as a Leader• Organizations must look beyond costcontainment to get value from the HR function.– Difficulty with organizational structures is that HR isnot viewed as a profit center.– Useful ways to look at HR as a “profit center”• Reduction in employee loss time• Reduction in sick days• Reduction in Recruiting costs• Etc. Can you think of other ways to reduce the costs ofmanaging employees? HR as a Leader• Another way to look at the cost effect ofHR other than cost reduction isproductivity– Improved employee productivity– Returning guests through employee-guestinteractions– Can you think of other ways that employeeproductivity can be measured? Alternative 2: HR will Disappear• Positive side of this scenario:– Technology provides for a reduction of redundant functions• Employees processing HR information themselves• HR functions moving to a Central Location• Negative Side of this scenario– HR is the enemy – causes operations extra work– HR is inefficient – too many support staff that do not come in contactwith the guest– HR is out of touch – they do not understand what it takes to take careof the guest.Current HR professionals in hotels must strive to reduce the negativeattributes often associated with the HR function and look for waysto add value to the properties that make up the organization. Traditional Roles of HR• Recruitment• Hiring• Training• Wages and benefit management• Employee performance appraisal HR as an Organizational Leader• Key concerns that HR must consider to become anorganizational leader:– Employee motivation– Jobs as careers– Job fatigue– Changing role of supervisor– Employees in the decision making process– Sharing management with other organizational stakeholders– Consequences of technology on jobs and organization– Cross cultural attitudes– Social responsibility of employees and organization Consequences of Turnover• Actual costs incurred by employeeseparation• Cost of recruiting new employees• Inefficiencies of new employees in training• Disruption of guest service and employeemoral• Opportunities for diminished image, lost ofcustomer loyalty etc. Consequences of Turnover• A fine line between tenure andperformance– Organizations must constantly review policiesand practices to ensure that employeesproductivity does not diminish as they reachlonger periods of tenure.• What are strategies that hotels can undertake toreduce job fatigue and reduced productivity? Calculating Turnover• TO % = Number of new hires /Total number of employees• For example:– 75 employees when fully staffed– 60 new employees hired during the period– = 60/75 or 66.6 % Mentoring• An Important way to enhance:– Productivity– Moral– Retention• Positive effect on both mentor and protégé• Stages of Mentoring– Initiation of the relationship– Cultivation of the relationship– Separation of the relationship– Redefinition of the relationship

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