Strategic Human Resource Management in Hospitality

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This assignment examines strategic human resource management (HRM) within the context of the hospitality industry. It analyzes various aspects of HRM, including training and development, employee motivation, and organizational justice, drawing upon relevant academic literature and insights from Marriott International as a prominent case study. The assignment delves into how HRM practices contribute to employee satisfaction, organizational effectiveness, and overall success in the competitive hospitality sector.

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Managing HR in
Travel and Tourism
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TABLE OF CONTENTS
INTRODUCTION...........................................................................................................................3
TASK 1............................................................................................................................................4
A. Concept of HRM and role of human resource function in service sector organization..........4
B. Human resource plan for Marriott International.....................................................................5
TASK 2............................................................................................................................................6
A. History of employment relations in the UK and current state of employment relations in
hospitality organization................................................................................................................6
B. Employment law in the country affect the human resource management function................7
TASK 3............................................................................................................................................8
A. Recruitment and selection policies and procedures in organization and job description and
person specification for the selected service industry..................................................................8
B. Compare and evaluate the different selection process ...........................................................9
TASK 4..........................................................................................................................................10
A. How training and development contributes to the organizational success ..........................10
B. Current training and development policies and procedures of the organization...................11
CONCLUSION..............................................................................................................................12
REFERENCES..............................................................................................................................13
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INTRODUCTION
In order to pursue and accomplish the overall organizational goal it is effective to focus
on managing human resource within the organization. Human resources are the key assets within
the travel and tourism industry as they generally focuses on rendering services to the ultimate
users and fulfil their leisure and luxurious needs (Nickson, 2013). The function is effective
procedure that focuses on managing the workforce so that they can render quality services within
the hospitality organization. It is also cited as an organized function under which management
manages the enterprise activities via recruiting and choosing the qualified candidate for the
organization, providing adequate training and development to the employees so that they can
amend the necessary skills and abilities, compensating etc. Furthermore, the HRM function also
concentrates upon retention as well as cessation of employees within the service sector
organization.
Presently, the report focuses on renowned American hotel chain Marriott International
that generally manages broad list of hotels that renders lodging as well as food facilities to the
guests. It is considered as one of the leading hotel chain in the global market that is targeting the
audiences in 79 different countries and territories. In the year 2014 the Marriott International
generally earns revenue around $14 billion. However, the chosen firm also directs their 19
brands across the globe so that they can easily satisfy the leisure and luxurious needs of the
guests and visitors (About Marriott International, 2015).
Marriott International generally focuses on the best human resource practices at their
workplace that supports in taking care of the employees and staff those who are working in the
organization. Therefore, human resource function within the chosen hotel plays a vital role in
managing their staff and employees so that they can effectively treat their customers and guests.
HRM of the leading hospitality organization generally focuses on providing effective training
and development session to their employees in order to amend their abilities and skills. The
continuous training and development program will assist the workforce of Marriott International
to render high quality services, focus on standards and policies so that they can render ethical
and fair services. The report will examine the effectiveness of training and development within
the organization and assessing its contribution in enhancing the performance and moving
towards organizational success.
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TASK 1
A. Concept of HRM and role of human resource function in service sector organization
HRM is a formal procedure that helps Marriott to manage human capital within the
entity. It involves various process like, recruitment, selection of employees, furnishing training
and developing abilities of an individual. It further involve assessment of employee performance
within the hotel and thereby providing incentives, motivation etc. The main motive of HRM
practice is to make optimum utilization of human inventory for attaining organizations overall
objectives. Therefore, it is important for organization to retain its competent and skilled
workforce within the company (Halzak, 2013).
Roles of HRM1. Recruitment and selection: It is a process that helps Marriott in stimulating the talented
and knowledgeable candidates to apply for vacant job position. The effective recruitment
process aids company in ensuring that they possess right and qualified personnel for the
vacant job in Marriott International. This process will support the hospitality organization
in gaining wide application of the qualified applicants so that they can effectively select
the competent personnel. On the other hand, HRM also plays a vital role in selecting the
competent personnel for this job so that they can render proper services and facilities
within the chosen hotel (Aguinis and Kraiger, 2009).2. Training and development: Another role which is played by HRM of Marriott
International is to train and develop the new employees as well as existing workers of the
organization. This helps them in improving their skills and knowledge in an effective
manner. Therefore, it is essential for the management to render proper training to the
employees as per their requirement. This training will sharpen their existing skills which
in turn supports individual to perform their role in a proper manner.
3. Managing disputes: Another key role that is played by HRM within the Marriott
International is to manage the situation of dispute and conflict within the organization.
There are different disputes and conflicts that may arise at the workplace between
employees and employers that are sometime inevitable (Byham-Gray, 2010). Therefore,
managing conflict is an essential role that HR manager plays within the Marriott
International to enable effective services and activities within the workplace. For
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example, conflict may easily arise within the hospitality organization as due to improper
services by the employees and staff of the hotel. In this situation HR manager plays an
essential role in managing the disputes and conflicts within the workplace that will result
in building effective relations among their customers and guests.
B. Human resource plan for Marriott International
Human resource planning (HRP) or manpower planning plays a vital role within Marriott
International. As, the process assist in maintaining the adequate manpower and employees within
the hospitality organization so that they can render adequate services and facilities to their guests
and customers. In addition to this, process also determines the current as well as future
requirement of human resource within the organization that results in successful accomplishment
of the goals and objectives (Guzik, 2011). The foremost purpose of human resource planning is
to ensure that there is adequate number of workforce exists within Marriott International.
However, it also focus on balancing the shortage and surpluses of manpower within the
organization.
The human resource plan for Marriott International generally focuses on the three
elements that is forecasting the existing labour demand, analysing present labour supply and the
last element is balancing the demand and supply of labour. The different steps within human
resource planning includes- Forecasting current labour demand- The foremost step within HRP process is assessing
the current demand of labour within Marriott International. With the help of this, human
resource manager will easily measure the current labour within the industry so that they
can easily meet the services that are required by the guests and visitors (Kusluvan and
et.al., 2010). Forecasting future manpower- Another step in human resource planning is to forecast
and predict the future requirements of manpower within Marriott International. With the
help of assessing the future requirements of human resource in the hotel manager can
easily balance the future requirement of human resource by supplying from the market. Determining gap between the current and future requirement- After forecasting the
current and future labour requirement HR manager would determine the existing gap
between the requirements so that they can easily meet the demand and supply of the
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manpower within Marriott International. Determining the gap of manpower will support
the HR manager to maintain adequate number of workforce within the hotel organization
so that they should meet the services in an effective manner (Tsai, Cheng and Chang,
2010).
Balancing the planned demand and supply of the labour- The last step within the HRP
process is balancing the requirements of labour and manpower by enabling proper
planning regarding demand and supply of labour. In the case if there is shortage of
manpower g Marriott then manager would recruit more qualified personnel to meet the
manpower within the organization. However, in case when there is excess or surplus of
manpower in the chosen firm then manager would transfer or terminate the services of
unwanted employees from the premises. Therefore, through this HR manager can easily
balance the demand and supply of labour (Testa and Sipe, 2012).
TASK 2
A. History of employment relations in the UK and current state of employment relations in
hospitality organization
In the past scenario, the employee relations within UK region generally focuses on the
democratic style. As, employees those who are catering services within the hospitality industry
has to maintain and follow the rule that are formulated and imposed by the UK government (Park
and Gursoy, 2012). However, the introduction of trade union within the industry has also gained
a significant place in the past scenario as it may result in initiating the collectivism approach
within UK region. Within, UK region the past employment relation between the employee and
employer are in the position where both the parties emphasises on win-win situation. Therefore,
the history of employment relation was mainly influenced by parties who were existing in the
relation that is trade union, employee as well as employer they all have interest within the
employment relation (Hong and et.al., 2012).
Despite of this, the current state of employees relation within the Marriott International is
quite effective as they proposes participative style within the organization as it results in taking
collaborative decisions for the welfare of hospitality organization within the industry. However,
the employment relations within the chosen firm believes to attain the win-win situation by
considering suggestions and feedback from the employees so that they can easily build an
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effective relationship within the organization. In addition to this, the current employment relation
in hospitality organization is that HR manager is focusing on imposing various employment laws
within their operations that result in rendering ethical and fair services to their customers. For
example, they are focusing on different employment laws related with anti-discrimination,
equality at the workplace etc. so that they can easily build relationship among their employees.
However, this will also support in strengthening the relationship with their customers to whom
they are rendering leisure and luxurious hospitality services (Banfield and Kay, 2012).
B. Employment law in the country affect the human resource management function
UK government generally impose employment laws within the region that will directly
affects the operations and activities of human resource management of Marriott International.
The different employment law that impact the HRM function is-1. Anti-discrimination: UK has imposed their own employment law that affects the HRM
function within Marriott International. The foremost law is related with ban of
discrimination within the recruitment and selection process of the candidate and
employees serving services within the reputed hospitality organization. Anti-
discrimination act of 1964 generally focuses on prohibiting the activities of
discrimination of employees on the ground of sex, caste or religion. However, anti-
discrimination act also affects the function of HRM within Marriott International i.e. for
example, while recruiting and selecting a candidate they may not engage in any biased
situation. They must select the competent and qualified personnel who is best suited for
the job (Tavitiyaman, Qu and Zhang, 2011).
2. Wage and hour: Another employment law that focuses on the fair labour standards Act
(FLSA) that generally emphases on imposing minimum wage and fixed service hours for
the workers and employees those who are rendering services in different industry.
However, the law also enforce that HR manager of Marriott International must be paid
overtime to all the employees those who have worked over 40 hours in a week. This, law
will affect the HRM function of chosen firm as they will impose the remuneration and
wage and structure as per the FLS act by the UK government (Karatepe, 2013).
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TASK 3
A. Recruitment and selection policies and procedures in organization and job description and
person specification for the selected service industry
Recruitment and selection of an personnel are consider as significant function of the
HRM as it supports in recruiting and selecting the competent employees for the Marriott
International. The recruitment policies and procedure that has been selected by the chosen firm is
advertising through print media. In the present scenario, organization are commonly using print
media for advertising the vacancy within the Marriott International as it is cost efficient method
for acquiring pool of qualified applicants for the organization (Brotherton, 2012). However, the
selection procedure of Marriott International focuses on different steps that is: Initial screening- The foremost step of selection procedure of the chosen organization
focuses on initial screening of a candidate. HR manager would review and screen all the
competent applicants and select the qualified candidates and cite them in the next stage. Employment tests- Another step within selection process includes conducting
employment tests that generally comprise of intelligence test, aptitude test etc. to assess
the knowledge of a candidate (Hinkin and Tracey, 2010). Interview- Third step of selection process includes conducting employment interview that
assist the management in finding qualified and suitable employee for the vacant position.
However, conducting interview also supports manager in reviewing their behaviour as
well as attitude through initiating continuous conversation. The selected candidate within
interview stage will further have reference and background check so that hospitality
organization is aware about the overall background of the selected candidate. Medical examination- After that medical tests have been introduced to ensure that
selected candidate within the hotel are well fitted and potential enough to render services
within the premises. Thus, clearing the medical examination will result in reducing the
rate of absenteeism from the workplace (Moutinho, 2011).
Contract of employment- The last step of selection procedure within the Marriott
International is providing contract of employment or appointment letter to the selected
candidate.
Job description and person specification of HR manager of Marriott International is-
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Key responsibilities of HR manager- 1. The key responsibility of HR manager is
to recruit and select the qualified
personnel for the job.
2. Another responsibility of HR manager is
to organize proper training and
development session for newly hired
employees.
3. Another role of HR manager is to ensure
proper employment laws within the
organization so that they can maintain
effective relations in the hospitality
organization (Nadiri and Tanova, 2010).
Person specification-
Qualification HR manager must possess professional degree in human resource
management coursework.
Experience They must also have minimum 5 years of experience as an HR
manager within any other hospitality organization.
Skills Effective communication skills
Team working skill
Leadership skill
B. Compare and evaluate the different selection process
Selection process differs from organization to organization the selected hotel enterprise in
comparison with Marriott International is Hilton hotel (Boella and Goss-Turner, 2013). The
selection procedure of both the hospitality enterprise are distinct from each other as within
Marriott International HR management generally focuses on different stages that is-
Selection Process of Marriott International Selection Process of Hilton hotel
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1. Initial screening of applicants 1. Initial screening
2. Employment tests 2. Termination of incompetent applicants
3. Interview 3. Employment tests
4. Medical examination 4. Interview
5. Contract of employment 5. Investigating background
6. Medical tests
7. Job offer
From the above selection process of both hospitality organization that is Hilton and
Marriott International it has been identified that most of the steps within the selection procedure
are same. Thus, it can also be said that process of Marriott is simple and possess less number of
steps as compared to Hilton hotel section process. Therefore, evaluation of selection process
within Marriott International is that it does not focuses on eliminating incompetent applications
from the initial screening. They terminate the unwanted and incapable applicants after
conducting the employment tests (Chang, Gong and Shum, 2011). Therefore, it results in
increasing the cost associated with selection process. On the other hand, Hilton hotel after
screening all the applicants terminate the unqualified and incompetent application from the
selection process as it will overcome the pressure level on the management.
TASK 4
A. How training and development contributes to the organizational success
In order to ensure that selected employees and the workforce are equipped with proper
skills and abilities, management needs to focus on improving and amending their skills so that
they can perform efficiently at the workplace. Therefore, training and development (TND)
functions are considered as an effectual aspect in the HRM as it plays a vital role in the chosen
firm. This results in attaining overall growth and success of the firm. Training and development
is a process that enables the organization to focus on obtaining and amending the required skills
and knowledge with which the workforce within the service industry can execute their activities
in an impressive manner (Riley, 2014).
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Enabling training and development programs within the organization for employees are
significant in acquiring the new skills, abilities. It also enhances knowledge of an individual that
results in performing the activities and services in a proper manner. However, TND activities
also support the employees in performing their services in the manner that it overall contributes
in increasing the productivity of the hospitality organization. In addition to this, designing
training and development session within the organization also support in providing appropriate
learning experiences to the individual that assist in enhancing and building their different skills
and competencies so that they can meet their requirements and the needs (Nickson, 2013).
On the hand, providing proper training to newly hired employees will also benefit them
in gaining in-depth insight and knowledge regarding services and facilities that are delivered by
the hospitality organization. Furthermore, providing proper training will also benefit the
organization in reducing the employees’ turnover rate as it provides them with better
opportunities to perform different tasks and activities within the organization. This motivates
them to perform the required services at the workplace (Agruinis, H. and Kraiger, K., 2009). It
has also indicated that with the help of different techniques like on-the-job and off-the-job
training it positively benefits the organization in increasing the effectiveness among their staff
and employees that overall impacts the organizational performance.
B. Current training and development policies and procedures of the organization
In order to amend the skills and abilities of Marriott, employees HRM plays a vital role in
providing training and development for them that increases their overall organizational
performance. For enhancing the performance of employees management of Marriott
International generally focuses on on-the-job and off-the-job training methods. All these methods
and techniques of training will support the chosen firm in developing and amending the required
and future needs of staff that enhance overall performance of the organization (Kusluvan and
et.al., 2010).
On-the-job training methods are considered as an effective method that supports Marriott
International in amending and improving employee’s skills at the workplace. The advantage of
on-the-job training method is that it reduces the overall costs of Marriott International. This form
of training and development policies enables employees training at the workplace that reduces
the overall costs of hiring experts or professionals. Another advantage of on-the-job training
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method of Marriott International is that it supports newly hired employees in delivering practical
training of the services at the workplace. On the other hand, disadvantages of on-the-job training
policies is that providing training at the workplace results in creating condition at the workplace
as employees are unable to acquire the action instantly (Byham-Gray, 2010).
In addition to this, training and development procedure within Marriott International
focuses on different steps that is the first step within the procedure is to identify the development
needs of the employees. So, the HR manager can easily plan the training methods through which
they can easily amend the skills and abilities of an individual those who are rendering services
within the organization. Another step within the training and development procedure is to meet
the needs and requirements of an individual by introducing appropriate training methods that is
with the help of selecting adequate method from on-the-job and off-the-job training technique.
Therefore, the last step of the training procedure within the chosen firm is evaluating the
effectiveness of the training method. The effectual use of training method will also result in
contributing towards the success of the organization as well as it results in enhancing the
performance of chosen firm (Guzik, 2011).
CONCLUSION
The entire report executes that human resource management function plays a vital role
within the organization as it supports in managing the adequate manpower at the workplace.
However, the function also support hospitality organization in recruiting and developing
employees so that performance of Marriott International can get enhanced within the hospitality
industry. In addition to this, the report also summarizes the concept of HRM within the chosen
organization as it also aids in analysing the requirement of manpower and the workforce within
the organization with the help of HR planning. Furthermore, it has also examine the effective
contribution of training and development within the organization as it supports in enhancing the
performance and organizational success. Lastly, the report has also measured the history of
employment relations in UK region and has also assessed the current employment relation within
the chosen hotel organization that is Marriott International.
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REFERENCES
Books and Journals
Banfield, P. and Kay, R., 2012. Introduction to human resource management. Oxford University
Press.
Boella, M. and Goss-Turner, S., 2013. Human resource management in the hospitality industry:
A guide to best practice. Routledge.
Brotherton, B., 2012. International Hospitality Industry. Routledge.
Byham-Gray, L., 2010. Managing Human Resources. Nutrition Dimension.
Chang, S., Gong, Y. and Shum, C., 2011. Promoting innovation in hospitality companies through
human resource management practices. International Journal of Hospitality
Management. 30(4). pp.812-818.
Guzik, M., 2011. Managing Human Resources. In CFO Techniques (pp. 333-341). Apress.
Hinkin, T. R. and Tracey, J. B., 2010. What makes it so great? An analysis of human resources
practices among Fortune’s best companies to work for.Cornell Hospitality Quarterly.
51(2). pp.158-170.
Hong, E. N. C. and et.al., 2012. An effectiveness of human resource management practices on
employee retention in institute of higher learning: A regression analysis.International
journal of business research and management. 3(2). pp.60-79.
Karatepe, O. M., 2013. High-performance work practices and hotel employee performance: The
mediation of work engagement. International Journal of Hospitality Management. 32.
pp.132-140.
Kusluvan, S. and et.al., 2010. The human dimension a review of human resources management
issues in the tourism and hospitality industry. Cornell Hospitality Quarterly. 51(2). pp.171-
214.
Moutinho, L., 2011. Strategic management in tourism. CABI.
Nadiri, H. and Tanova, C., 2010. An investigation of the role of justice in turnover intentions, job
satisfaction, and organizational citizenship behavior in hospitality industry. International
journal of hospitality management. 29(1). pp.33-41.
Nickson, D., 2013. Human resource management for hospitality, tourism and events. Routledge.
Park, J. and Gursoy, D., 2012. Generation effects on work engagement among US hotel
employees. International Journal of Hospitality Management. 31(4). pp.1195-1202.
Riley, M., 2014. Human resource management in the hospitality and tourism industry.
Routledge.
Tavitiyaman, P., Qu, H. and Zhang, H. Q., 2011. The impact of industry force factors on resource
competitive strategies and hotel performance.International Journal of Hospitality
Management. 30(3). pp.648-657.
Testa, M. R. and Sipe, L., 2012. Service-leadership competencies for hospitality and tourism
management. International journal of hospitality management. 31(3). pp.648-658.
Tsai, M. C., Cheng, C. C. and Chang, Y. Y., 2010. Drivers of hospitality industry employees' job
satisfaction, organizational commitment and job performance. African Journal of Business
Management. 4(18). pp.4118.
Online
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About Marriott International. 2015. [Online]. Available through:
<http://www.marriott.com/marriott/aboutmarriott.mi>. [Accessed on 11th February 2016].
Aguinis, H. and Kraiger, K., 2009. Benefits of Training and Development for Individuals and
Teams, Organizations, and Society. [Pdf]. Available through:
<http://www.owlnet.rice.edu/~ajv2/courses/13c_psyc630002/Aguinis%20&%20Kraiger
%20(2009)%20ARP.pdf>. [Accessed on 15th February 2016].
Halzak, S., 2013. At Marriott and other firms, HR becomes increasingly strategic. [Online].
Available through: <https://www.washingtonpost.com/business/capitalbusiness/at-marriott-
and-other-firms-hr-becomes-increasingly-strategic/2013/08/23/63f0856c-05c0-11e3-9259-
e2aafe5a5f84_story.html>. [Accessed on 11th February 2016].
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