Sykes College of Business at the University of Tampa, and an entrepreneur in the restaurant industry. Tews is an assistant professor at The Ohio State University in the Department of Consumer Sciences.
Tracey: HR in the hospitality industry: strategic frameworks and priorities
The role of human resource managers is to protect the assets of the organization as well as to maximize the development and productivity of human capital. The book is an edited collection of papers from senior practitioners as well as renowned scholars in the field of human resource management.
Meloun: Job analysis: the basis for all things H.R
The first section presents chapters that discuss issues related to the acquisition of human capital. Relationships between job analyzes and ultimate applications of the resulting documents are addressed as well as a current overview of the hospitality industry.
Ricci: Getting it right the first time: using job compe- tencies for positive hiring outcomes in the hospitality industry
The paper examines the many legal and other reasons for conducting job analysis and discusses the advantages and disadvantages of various methods of collecting job analysis data. Steps to actually conduct a job analysis, valuable resources, and an example of a job analysis are provided.
Koutromanis: Organizational culture in the casual dining industry: the impact that culture has on service quality
Mujtaba and Cavico: Ethical principles and prac- tices in human resources management
Severt and Curtis: Human resource management and a service culture
George: Employee relations: a problem solving approach
Meloun and Sussman: Human resource manage- ment role in ethics within the hospitality industry
Deery and Jago: Ogranizational communication in the hospitality industry
Aksu: Employee turnover: calculation of turnover rates and costs
Rice and Rice: The role of conflict management in human resource development in human resource management
Karatepe: Work-family conflict and facilitation
Alexakis: The optimal hospitality leader: creating a thriving, self-motivating leadership-followership organiza-
Wilton: The path of least resistance? Choice and constraint in HRM strategy in the UK hotel sector
Mujtaba: Employee orientation and mentoring programs
DiPietro: Human capital development: a return on investment perspective
A review of research on the subject of human capital as it relates to the hotel industry with a return on investment perspective is then presented. Finally, applications of the concept of human capital and return on investment (ROI) will be discussed, as well as suggestions for directions for future research on the topic of human capital and ROI.
Cannon: Contributing to employee development through training and development
The author then discusses concepts and definitions related to human resource development, human capital, resource-based view of the organization, training and development, and return on investment. Next, the service-profit chain will be reviewed as one of the strategic framework models that captures the essence of the role of human capital in the hotel/service industry.
Preziosi: An HR practitioner’s view: four actions that HR executives can take to get their services used
Ottenbacher: Employee management and innovation
Tesone: Development of a sustainable tourism hospitality human resources management module: a template
Okumus: Strategic human resource issues in hos- pitality and tourism
Bruce Tracey
Introduction
We will begin by presenting some of the realities (at least a sampling of them) about HR in the hospitality industry, followed by an overview of the resource-based view (RBV), one of the most dominant frameworks developed for explaining how HR can improve firm performance and sustainability.
Some of the realities
Many of the problems mentioned above could have been avoided if a comprehensive labor market analysis and workforce plan had been completed during the planning phase of this effort. Fortunately, many hospitality businesses have implemented information systems and decision support tools that can save a significant amount of time and money on the administrative components of the HR function (e.g., employee record keeping, performance management support, benefits and payroll, etc.). ).
A guiding framework: the resource-based view
While there seems to be a general consensus that HR systems have a positive impact on performance measures, there are still some important questions that remain unanswered (Huselid & Becker, 2006; Way & Johnson, 2005). Of greater concern is that there is little explanation of how HR systems deliver higher levels of business performance (Becker & Gerhart, 1996; Delery & Shaw, 2001; Way & Johnson, 2005).
HR flexibility
As such, HR systems that enhance flexibility are expected to increase an organization's ability to adapt to environmental change by increasing the breadth, KSA, and behavioral repertoires of human capital available to the organization. Staffing systems that improve flexibility consist of two elements – flexibility of resources and flexibility of structural coordination.
Resource flexibility
Thus, resource and HR flexibility is expected to increase as cognitive ability becomes a criterion for staffing decisions. HR flexibility will be enhanced when employee KSAs and behavioral repertoires are developed through job rotation.
The coordination flexibility element
Thus, the resource flexibility element and the increase in the necessary skills of the company's first employees to perform their work at an acceptable level (ie, environmental changes that require adaptation of employees) will be interrelated with higher labor productivity and lower turnover. Thus, the element of coordination flexibility and the increase in the necessary skills of the company's first employees to perform their work at an acceptable level (ie, environmental changes that require adaptation of employees) will interact with higher labor productivity and lower turnover.
Conclusion
In addition to assessing the direct effects of HR systems on important firm-level outcomes, there is a need for research that enables practitioners and researchers to better understand the mediating (process) mechanisms through which HR systems create value and enhance the performance of the firm. HR flexibility is an important construct that can allow practitioners and researchers to better understand the process through which HR systems in firms operating within dynamic environments can create value and improve firm performance.
Human resource strategies and firm performance: What we know and where we should go. The impact of human resource management practices on corporate turnover, productivity and financial performance.
Current industry review Lodging
This chapter explores the topic of job analysis, with an emphasis on why and how to conduct a job analysis, with implications for the hospitality industry. While job analysis is typically performed at the individual analysis level (as opposed to the team/department or organization level), it is helpful to have a rudimentary understanding of the current situation and industry trends before jumping into the job analysis. begins.
Definitions
The first type is called either job-based or task-oriented because the primary concern is the job. Focusing on the second, called person-based or worker-oriented, places much more emphasis on the qualifications that the worker necessarily possesses in the job.
Brief History
The following are the simplest definitions of each: Knowledge is knowing how to do a job, but not actually doing it. Skills include the actual ability to do a job, while abilities mean the emotional, physical, intellectual, and psychological ability to do a job, but have neither done the job nor been trained to do the job (Clifford, 1994). ).
Why should job analyses be done?
The job analysis thus controls the recruitment and selection process, which will be elaborated in the next chapter. The whole concept of employee development is also based on the job analysis, which focuses more on career planning.
What to include in a job analysis
Regardless of the reasons that jobs change over time, it's important to keep in mind that job analyzes should be conducted regularly to keep job descriptions and job qualifications current. Given that we rely so much on job analysis results, keeping track of this HR tool is a smart way to not only prevent lawsuits, but also ensure that all other HR functions based on job analyzes run more smoothly. .
How should the job analysis data be collected?
As such a multifunctional tool, the purposes of the job analysis can determine the breadth and depth or ways of conducting the job analysis. Thus, there are many resources available to assist you in your understanding of the job analysis process.
Summary
Duties
Performs company selection, promotion, and retention duties in accordance with affirmative action and EEO plans, laws, and regulations. Implements company policies or programs for compliance with affirmative action plans and EEO guidelines.
Knowledge, Skills, and Abilities
Meets with other human resources staff as the need arises to provide input on affirmative action and EEO issues.
Job specifications
This position requires factual exchange of information, explanation of research/analysis and negotiation between counterparties. This position occasionally requires the incumbent to drive to the company's facility four or less hours away; therefore, the incumbent must be mobile.
Hospitality management education at the college level: a brief history
However, the latter part of the 21st century saw a faster growth cycle in the number of these degree-granting programs. It appeared that hospitality education offerings have struggled to keep up with the growing growth in the number of hospitality management positions available.
Competency-based education and testing
Future managers and leaders in industry are now often subject to competency-based tests. In comparison with more traditional norm-referenced tests of general intelligence, you can create tests focused and targeted for the specific needs of today's hotel industry.
The hospitality industry and job competencies
As can be seen from the literature of the time, an exhaustive list of specific competencies was nowhere to be found. These appear quite often as the most important driving forces or anchors for future success in the hotel industry.
Summary and conclusion
Cautioning that competency models are only as strong as their components, Mirabile says, “The most important point about competency models is that the formats are governed by the collective wisdom of the people who must build them” (p 76). It is the key to the development of this service orientation based on the development of the right organizational culture.
Background of constructs examined
Organizational culture is defined by Davidson (2003) as "the shared beliefs and values passed down to everyone in the organization" (p. 206). Davidson states, “The culture and climate shape not only the actions of employees, but also their commitment to a service ethic.
Study methodology
Is organizational culture, particularly clan-type culture, related to service quality in the casual dining restaurant industry. Does service quality influence customers' future intentions in the full-service, casual restaurant industry.
Results of the study
Application
Limitations
Conclusions
Wayne Huizenga School of Business and Entrepreneurship Nova Southeastern University
The challenge is to strategically link ethics, especially business ethics, to a firm's competitive advantage and overall performance. The purpose of this chapter is therefore to discuss ethics, ethical principles and the requirements of morality in conjunction with claims of business, management and personal self-interest.
The foundations of ethics and philosophy 1
Moral values are the rankings or priorities that a person places on his or her moral norms and moral beliefs. Ethics is the persistent and reasoned attempt to determine what is morally right and wrong.
Application of values, ethics, and morals
Yet, if one really needed a definition of "justice," the Sophists could provide one: "Justice is the will of the strong." The lack of any. If one is a Kantian, one ought to be moral and do the moral act for no other reason than that it is "moral". The "ought" in morality therefore has in itself an unconditional obligation for a Kantian.
Organizational life and culture
Solidarity is about the employees' ability to see the organization's tasks and goals, while sociability is about friendliness among the organization's members. The classification mentioned above forms the rest of the figure with a display of the four culture types as they vary between sociability and solidarity: network, mercenary, fragmented and communal.
Service culture
All these skills must be enabled for HR to be instrumental in promoting the organization's culture. This relationship will result in communication of employee needs from the employee to HR.
Other literature concerning service culture and human resource management
A longitudinal research approach within a company can help to understand how employee needs may change over time in a service culture. Finally, service culture research across different hospitality organizational structures may not be generalizable leaving room for service culture research as it relates to the human resource management function.
Conclusions and summary
Thomas George
A high employee turnover rate is not only expensive, but also very inconvenient when trying to provide a consistent level of quality products and a high level of service. The advantage of a unit manager is that he has various tools that help employees perform tasks at a high level.
Employee relations
The businesses of the hospitality industry employ a wide variety of individuals, each of whom has a unique experience, skill set and motivational pattern. In some organizations, the employee relations department may be primarily concerned with developing the organization-union relationship.
The nature of the problem employee
What is it that makes you less than completely satisfied with the employee's performance. Formal comparison of the individual's actions against job performance standards is necessary to determine if there is a performance problem.
Responding to employee problems: progressive discipline
The employee is given the opportunity to make the decision to change or look for another job. The approach is designed to show respect for the employee while reinforcing the need to change.
Performance problems and coaching
While some offenses (ie, theft, drug abuse on the job, or destruction of property) warrant immediate dismissal, the above approaches to progressive discipline and punishment are often aimed at giving the employee an opportunity to change. Each is unique in that it seeks to involve the employee in arriving at acceptable solutions to current or potential performance problems.
Employee counseling
Directive counseling and the corrective interview
This is an opportunity for the supervisor to show a genuine concern for the employee and that employee's job performance. In this case, the supervisor has documented evidence that the opportunity to change was given and the employee did not take advantage of the opportunity.
Employee-centered counseling
This can be achieved by taking an interest in the employee's concerns and by being patient. There may be some ambiguity on the part of the employee about what to do.
Application to hospitality managers
There are times when the coaching and counseling efforts have not been successful and the employee's behavior has not changed. The supervisor must have a more formal approach to demonstrating the need for the employee to change his behavior.
Desired outcomes
In operations that do not have HR professionals on-site, the individual manager and first-line supervisor are responsible for performing many of the employee relations functions, but also for maintaining quality relationships with all employees. That said, one part of the organization that is usually tasked with being responsible for employee ethics is the human resources department.
Prevalence and impact of ethics Current national state of affairs
And it is this service encounter that hospitality and tourism organizations depend on for their survival (Pizam & Ellis, 1999). In some parts of the hospitality industry, drug testing wasn't prevalent even before the storm," Troutman said" (Cadrian, 2006, p. 1).
Values and ethics
Sometimes, the very state of the industry or even the economy will set the stage for unethical behavior. Thus, the employee feels that he "fixed" McDonald's unfair treatment of him, and likewise, the manager feels that the employee was wronged in violating an otherwise fair policy of reduced employee fees.
Moral philosophies
Essentially, decisions are based on the perceived end result that provides the greatest good for the greatest number of people. This becomes an ethical choice on the part of the receptionist and the couple who offered the bribe.
Difficulties with ethical systems between people
While utilitarianism treats each individual as equal to each individual and focuses on the greatest possible number of affected individuals, deontology focuses on individual rights. Following these lines, if there is an action that benefits many but tramples on the rights of one, it would not be considered a viable, ethical option.
Human resource departments’ responsibilities for ethics
It is therefore important to understand that the differences between moral systems cause innumerable problems. While human resources departments are suggested to be ultimately responsible for ethics, it is important to know who actually bears this accountability.
Increasing organizational ethics Training as a solution
The fact that the HR department provides ethics training is one way to increase the ethics in the organization, but it is not everything (NBES, 2005). Beyond a simple code of ethics, it is important to create a strong culture of ethical behavior.
