HR LEC1

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HOSPITALITY ORGANIZATIONAL

MANAGEMENT

With Human Resource Management

INTRODUCTION TO HUMANRESOURCES IN THE HOSPITALITYINDUSTRY

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By the end of the lesson, you should be

able:

1. Provide a brief overview of the hospitality and tourismindustries, and emphasize the importance of effectivehuman resources management to all organizationswithin them.

2. Explain how human resources management related tothe management of hospitality and tourismorganization.

3. Present an overview of human resources activities,and explain external and internal influences that affectthem.

4. List specific human resources responsibilitiesimportant in most hospitality and tourism organization.

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Three Segments:1. Transportation Services

2. Hospitality Businesses our main concern

3. Destination Businesses

Lodging Organizations includes hotels,

conference centers, destination resorts, camp

and park ground facilities and inns

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LABOR-INTENSIVE

The situation in which people rather than technology andequipment are used to provide products and services for an

organizations consumers.HOSPITALITY

Refers to the friendly treatment of ones guests, and this humantouch must be provided by the organizations staff members.

REVENUE

The amount of money generated from the sale of products andservices to consumers of the hospitality operation.

HUMAN RESOURCES (HR)

The persons employedby a hospitality

ortourism organization.

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Persons employedin the

hospitalityindustry:

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Managing Human Resources in the

Organization:

MANAGEMENTPROCESS

Is the same in almost any type of organization,and it consists of six basic functions that relate

to all resources, including staff members.

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Managing Human Resources in the

Organization:

MANAGEMENTPROCESS:

1. Planning

2. Organizing3. Staff ing

4. Super vising

5. Controll ing6. Appraising

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RESOURCES

What an organization has available to

achieve goals.

People (human resources)People (human resources)

MoneyMoney

TimeTime

MachineryMachinery

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Processes and

Procedures

Energy (utilities)

Products such as food,

beverages, and supplies.

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MANAGERS

Staff members in the

organization who direct the work ofsupervisors

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SUPERVISORS

Staff members in the organization who

direct the work of

supervisors

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JOB DESCRI

PTIO

N

A list of tasks that a person

working within a specific

position must perform

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HUMAN RESOURCES DEPARTMENT

The department within a large hospitality or tourismorganization with responsibility for recruiting, screening,and developing staff members.

Persons from this department also administercompensation and benefit programs, coordinate safetypractices, implement labor law requirements, and, ifapplicable, administer collective bargaining agreements.

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STAFF

SP

ECIALIST

Persons with technical expertise in an area

such as human resources that provide advice

to, but do not make decisions for, managers

in the organizations chain of command.

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VALUE-ADDED

The concept that the benefits of money spent

on something worth more to an organization

than the amount of money that is spent on

its purchase.

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External and Internal Influences on

Human Resources Activities

EXTERNALINFLUENCES

Recruiting &Selecting

Training &Development

Compensation& Appraisal

Protection &Communication

INTERNALINFLUENCES

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EMPLOYEETURNOVER

The proportion of total employees replaced during aspecific time period.

Ex. The annual turnover rate can be calculated as thenumber of employees leaving during a year dividedby the number of employees in the workforce.

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HUMAN RESOURCES ACTIVITIES:

1. RECRUITING / SELECTING

These tasks include tactics and procedures toattract applicants to the organization(recruiting) and choosing the very best personsamong them (selecting).

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2. TRAINING AND DEVELOPMENT

Preparing new staff members to do required work,updating their experienced peers, providing opportunitiesfor all interested staff members to assume moreresponsible positions are integral to the efforts of mostorganizations to attain goals and address competitivepressures if applicable.

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3. COMPENSATION AND APPRAISAL

Personnel should receive pay and benefits commensuratewith their contributions to the organization. Performanceappraisal provides input to help employees attain the on

job success that can yield promotions with higher

compensation levels.

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4. PROTECTION AND COMMUNICATIONS

Safety and security concerns are of obvious importance to allemployees. Many laws and regulations mandate safety procedures,numerous other tactics that top-level managers should do (andshould not do) impact employee safety. Many legal and proceduralissues with safety implications are addressed by those with humanresources responsibilities. In addition, effective communication thatflows up, down, and across the organization help ensure that staff

members know about issues that affect them (The Kite Principle).

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EXTERNAL INFLUENCES

1. LEGISLATION The impact of federal, state, andother laws on the hiring process and their

influence on management decisions affectingpersonnel cannot be overstated.

2. CONSUMER PREFERENCES What consumers

desire must be identified supplied by hospitalityand tourism organizations.

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EXTERNAL INFLUENCES

3. DEMOGRAPHICS The characteristics of the locallabor market and the guests are of obvious

concern.

4. GLOBAL ISSUES Business volumes impact humanresources activities and these are affected by

international and national events that encourageand discourage travel.

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EXTERNAL INFLUENCES

5. ECONOMY The financial well-being of world markets andthe country, state, and community in which the hospitalityorganization operated impact business volumes and,

therefore, the need for human resources.

6. EMPLOYEE UNIONS Staff members may belong to anemployee union that represents their interests innumerous aspects of the human resources activities. Anorganization of employees who act together to protectand promote their interest by collective bargaining withrepresentatives if the hospitality and tourismorganization.

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INT

ERNAL INF

LUENCES

1. POLICIES A policy can greatly influence how an

organization feels about staff members.

In the absenceof laws that regulate specific actions, employers have

significant discretion in establishing protocols that may

affect the attitudes of staff members toward the

organization.

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INTERNAL INFLUENCES

2. WORK PROCEDURES Work Procedure is a course of actionor steps to be used to accomplish an objective; usuallydeveloped to describe how a work task should beaccomplished.

Work procedures that are designed with (or without)input from applicable personnel, the extent to whichequipment is used to ease physical work tasks and theamount of employee empowerment, if any, impact how

work is done and, in turn, required human resourcesactivities.

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INT

ERNAL INF

LUENCESEMPOWERMENTis the act

of authorizing employees to

make discretionarydecisions within their areas of

responsibility.

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INT

ERNAL INF

LUENCESEMPOWERMENTis the act of authorizing

employees to make discretionary decisions

within their areas of responsibility.

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INT

ERNAL INF

LUENCES

3. CORPORATE CULTURES Shared beliefs, experiences, and

norms that influence how things are done within an

organization.

The perceived worth of employees to the organization is

an integral part of its culture. It drives the philosophies

and attitudes about employees and their roles in theorganization, and the human resources activities.

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INT

ERNAL INF

LUENCES

4.LONG- AND SHORT-TERM PLANS Longer-term plans such

as downsizing and shorter-term plans such as rolling out

a new program or service impact employees and affectrecruiting, selecting, and training activities.

Downsizing is an activity implemented to eliminate jobs

in order to generate greater efficiencies and cost savings.

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INT

ERNAL INF

LUENCES

5. MANAGEMENT JUDGEMENTAND EXPERIENCE

Managers and human resources specialists bring

their own judgment and experience to the

decision-making process.This input affects,

procedures, and plans already discussed and

influences other decisions about humanresources issues.

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EXECUT

IV

E CO

MMITT

EE

A group compromising department

heads who serve as theorganizations key management

team and who, in this capacity, are

responsible for the overall

management of the organization.

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End of Topic #1

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HR LEC1