HRM: Hotel Management Report - Beachside Hotel Practices Analysis

This report provides a detailed analysis of the HRM practices at Beachside Hotel. It identifies ineffective practices such as outside recruitment for the general manager, neglecting employee recognition, and operating without a clear policy guide, and discusses their negative impacts, including customer loss, employee turnover, and operational inefficiencies. The report also examines potential grievances staff members might raise, such as late salary payments and unfair dismissals, and outlines a process for resolving these grievances. Furthermore, it proposes specific recruitment and selection procedures, including identifying vacancies, developing recruitment plans, conducting interviews, and making selections. The report also assesses the consequences of transferring an underperforming employee to a new role, highlighting both advantages like employee retention and disadvantages such as potential performance issues and broken psychological contracts. Finally, the report suggests additional HR initiatives that Sunrise Hotel could undertake to enhance overall organizational performance, such as creating flexible working hours and promoting employee engagement.

Running Head: HRM: HOTEL MANAGEMENT 1
HRM: Hotel Management
Student’s Name:
Date

HRM: HOTEL MANAGEMENT 2
Question 1
Ineffective practices used by the beachside hotel and their impacts
Outside recruitment for new General Manager
One of the ineffective practice used by Beachside Hotel is the application of outside
recruitment method for the hotel manager. The hotel seems to take the workers and hire them
from other hotels. It is inappropriate because a new General manager will not have a good
history of the hotel. Consider Joe in sunrise hotel. Joe started as a front manager in Sunrise
hotel and advanced towards becoming the general manager. He has a good history,
organizational culture of sunrise hotel and he is able to transform Sunrise hotel to a better
position.
The impact of outside recruitment especially in higher management position is that,
the organization may lose customers because of a change resulted by a new general manager.
The new employee takes time to learn the organization culture and adapt, therefore, the hotel
may be stagnant in development (Herman, Huang & Lam, 2013, p.763).
Neglecting employee recognition of their performance
Another ineffective practice is failing to recognize the employee performances which
in turn kills motivation in the hotel. A non-motivated environment is not conducive for work.
Beachside hotel does not offer motivation to its employee. Nobody is concerned about the
welfare of the employee as the HR practitioner is concerned with recruiting new workers.
The results of lacking motivation lead to employee turnover (Long, Ajagbe & Kowang, 2014,
p.103)
To beachside hotel, the average rate of tenure is too low compared to Sunrise hotel.
beachside hotel rate is 3 months while for Sunrise it is 4 years. In fact, this is incomparable.
Sending employees off and hiring others frequently, will affect the occupancy as well as
customers will not get uniformity of service.

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Operating without the policy guide
There is no policy guide in Beach guide hotel. A policy is the guide that directs the
organization on what to do and how to do it. If beachside hotel doesn’t have that policy
guide, there is no future. Policies based on hiring or recruiting new employees, policies of
service among others should be included in the guide. If beachside hotel does not have them,
then it would not perform as Sunrise hotel is doing. For instance, Brian is not involved in
hiring employees, the lady who does it has no manual on how to do it and no policies to guide
her. Therefore, things are done carelessly, employee’s psychological contract broken and the
hotel’s income is affected.
Question 2
Practices at the beachside hotel that could cause a staff member to launch a grievance
A staff member can launch a grievance against the hotel for late payments of their
salaries. According to New Zealand employment rights, workers should be paid the agreed
wages or the remuneration fees. Failure to which, a worker is allowed to launch a grievance
against the company. The grievance can be launched on the basis of breaking the agreed
terms and conditions of service in the hotel.
Another grievance can be laid based on firing the staff members. There is a record
where the company hires new employees after either firing the existing ones on the basis of
performance or due to employee turnover (Hausknecht & Holwerda, 2013, p.210). However,
if the process for firing an employee is not carried on as legally expected. The staff member
can raise a grievance based on that. The reason is because, an abrupt firing of an employee
results to a bad experience to the party involved because of no preparation through
communication and procedural approaches to denouncing of someone’s services.

HRM: HOTEL MANAGEMENT 4
The process that Brian should use in for resolving the grievances
The process should start with the staff member who writes a letter to the employer
setting out the details of the grievance such as the reason or the basis for the grievance. In this
part, the employee should suggest how the grievance could be solved.
After Brian receive the grievance on writing, he should consider it and set a date for
solving it with the employee. In this meeting, Brian should seek to grasp the facts about the
grievance and deliberate with the staff member or the employee on hoe the issue will be
solved. Brian should also be prepared to handle the issue written to him as the general
manager of the hotel because if the staff member notices that Brian is not ready to hear about
the grievance, he/she may decide to take the issue to the legal authority and result to a penalty
for compensation of the workers. The hotels can even be kept on hold if a certified trade
union official in New Zealand ruled in favor of the employees based on the poor working
conditions or environment. Then Brian checks the suggestions to settle the grievance and
writes back to the staff member a letter bearing the action or the response towards settling the
proven problem.
Question 3
Specific recruitment and selection procedures that could be implemented in the
Beachside hotel
Identify the vacancy and develop the position description
The process starts by identifying the vacancy and developing a position description.
This involves the team of managers together with the HR department who meets to identify
the need they have and what the type of the employee they need for that work. Beachside
hotel could identify the gap in their hotel, if for example, the front manager, the hotel then
describes the qualities and qualifications as the first step.

HRM: HOTEL MANAGEMENT 5
Develop a recruitment plan
The second step would involve developing a recruitment plan. The Beachside hotel
team of managers should then device the plan that they would use for advertising the
position, recruitment and employment process. The plan would also describe the type of
method they would use for selecting of the employee they require. It may be through
interviews, random selection or purposive employee selection.
Conduct an Interview
The third step will include conducting an interview where the selected individuals are
invited to present themselves before the manager’s board. Interested individuals are evaluated
on the basis of experience, education achievement and attainment, recommendations from
previous firms and also personality. This step would help the employers in Beachside hotel
to have a person who is able to deliver good services to the hotel and also a person of good
conduct and reputation from the acknowledged referees.
Select and Hire
The final step is select and hire. The person who have achieved the position
description is considered for the post. The Beachside hotel will be assured that the person
who they have selected for a specific task is in a position to do it efficiently and
professionally.
Workers who have been selected this way are able to deliver for the hotel. For
Beachside hotel, there would be seen a positive deviation in all aspects ranging from
customer satisfaction, reduced turnover and also occupancy (Ritesh, 2014).
Question 4
The process used by Beachside hotel that has resulted Mary be in her current position.
Advantages

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The advantage is that; Beachside hotel will be in a position to retain Mary.
Considering that Mary was unable to perform at the front desk, the organization was to fire
her. Redeploying an employee or reshuffling of positions helps to retain him/her in a new
post which he/she may perform better. Mary for instance would improve on her level of
performance as a Human Resource Practitioner.
Another advantage is that, there is reduced recruitment cost. The reason is that,
Beachside hotel did not have to go through the whole recruitment and selecting procedure as
Mary was their workmate and they knew much about her.
Disadvantages
The process of transferring an underperforming employee to a new task is not a
guarantee that they will perform well. At the front desk, Mary was not able to handle the
customers. When it comes to the HR department, she is not performing at all because there
are late payments, no motivation of the employees and turnover rate is very high (Long,
Ajagbe & Kowang, 2014, p.103).
There is no criteria or policies for promotions in Beachside hotel. One would ask
themselves, which criteria was used for Mary to become a HR practitioner? The reason is
that; she did not achieve or added educational merits but it was just a single person’s idea.
The shift in position for the case of Mary results to breaking the psychological
contract for other employee who are hardworking and dedicated in service. A person who
deserved that position was not Mary but, since she was given the post, other workers must
have felt unjustified and the results would be poor performance.
Question 5
Other HR initiatives that could be undertaken by Sunrise in order to help with the
overall performance of the Organization.
Creating flexible working hours

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Joe and his team can initiate flexible working hours for the employees. The initiative
would make the workers free to choose their most convenient working hours and provide
their services extensively for the hours at work. The initiative would assure the workers
freedom of choice and the performance would increase (De Menezes & Kelliher, 2016, p.58).
According to the research done in United States of America, organizations that allows the
workers to work at their flexible and convenient time for each, were noted with an increase of
performance by a 12%. Sunrise would make a step further by giving its employees a flexible
working scheme.
Employee engagement
Engaging the employee in making decisions and suggesting workable ideas would
work very well for Sunrise hotel. Workers needs to feel as part of the organization. They
should not be just subjects for receiving orders (Mone & London, 2014, p.37). The initiative
would help the organization to develop the skills and monitor talents of the employee. Those
who have nice ideas are motivated to bring them on board and they are implemented. Overall
performance is finally increased.

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References
De Menezes, L. M., & Kelliher, C. (2016). Flexible Working, Individual Performance, and
Employee Attitudes: Comparing Formal and Informal Arrangements. Human
Resource Management.
Hausknecht, J. P., & Holwerda, J. A. (2013). When does employee turnover matter? Dynamic
member configurations, productive capacity, and collective performance.
Organization Science, 24(1), 210-225.
Herman, H. M., Huang, X., & Lam, W. (2013). Why does transformational leadership matter
for employee turnover? A multi-foci social exchange perspective. The Leadership
Quarterly, 24(5), 763-776.
Long, C. S., Ajagbe, M. A., & Kowang, T. O. (2014). Addressing the issues on employees’
turnover intention in the perspective of HRM practices in SME. Procedia-Social and
Behavioral Sciences, 129, 99-104.
Mone, E. M., & London, M. (2014). Employee engagement through effective performance
management: A practical guide for managers. Routledge.
Ritesh, J. (2014). Important Measures and Dominents of Appointment or Recruitment Period
in an Organization.
Truss, C., Shantz, A., Soane, E., Alfes, K., & Delbridge, R. (2013). Employee engagement,
organisational performance and individual well-being: exploring the evidence,
developing the theory.
Uzonna, U. R. (2013). Impact of motivation on employees' performance: A case study of
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