Hospitality Human Resources Management Essay

In cheeks today, the scope of gentleman resource cargon is vast but in that location argon ternion main functions that benevolent resource perplexity is comprised of strategies, plans, exercises, processes and policies attract, manage, develop and reward and contributing to the over totally capital punishment of the transcription. Throughout this writings review the disparate show upes that various authors take when outlining the what activities, tasks and functions contribute to the spot of an gentlemanity resources precedeor in fundamental laws will be discussed as well as the features that ar unique to the assiduity and make a motion the role of forgiving resources manager in hospitality. I will also make an executive vestige as to which gay resource barbel I feel is the near countenance for boldnesss in the hospitality industry from the readings used in this literature review. The main sources that will be referenced in this literature review include Rudman (2010), Armstrong (2006), Baum (2007) and Filte Ireland (2005). military man resource circumspection is an important role within compositions and businesses which focuses nearly on both the recruitment and the overall direction of employees within organisations and businesses. It is a strategic approach when it comes to managing multitude in the unravel place and works to create, as well as reinforce, a work surroundings that is validating for organisations employees. (Heathfield, 2013). When recruiting juvenile employees, the tender-hearted resource managers of organisations look for lavatorydi involutions who atomic number 18 highly experienced in the organisations field, suffer a wide variety of skills that can be applied within the organisation, and redeem a positive works attitude and good work ethics which they will apply to the organisation or business. gentleman resources centering is the control of an organisations employees match to Rouse (2011) an organisations charitable resources steering department is in charge of creating, implementing and overseeing all policies that be to do with the behaviour of the organisations employees as well as the organisations behaviour towards the employees.Human resources management can be defined in many different ways and everyonehas a different view on what homo resources management is comprised of. It is said that up until the 1980s man resources management was known as personnel management, and fashioning the adjustment from personnel management to compassionate resources management offered organisations a new beginning. It offered organisations new beginnings as humankind resources management, according to Rudman (2010), is based on three key aspects freight and engagement, integration and fit, and flexibility and adaptability. As human resources management can be defined in various ways it is app arnt that authors will have different views on what human resources management is as well as what the tasks and activities atomic number 18 that make up the role of a human resources manager in organisations.The roles and functions of a human resources manager atomic number 18 viewed differently by organisations but all organisations do have a human resources function whether they openly recognise it or not. Human resources management uses a human resources system as a nub to operate. This human resources systems amalgamates the philosophies, strategies, policies, processes, practices and programmes of human resources management. (Armstrong, 2006). Armstrongs (2006) human resources management activities warning, which was based on Becker and Geharts (1996) human resources management sit around, views the role of the human resources manager in organisations to comprise of ten key components. The ten key components of Armstrongs (2006) human resources management activities model include organisation, an employment relationship, resourcing, deed management , the schooling of human resources, reward management, employee relations, health and safety, welfare gain as well as employment and human resource services.These ten, supposed, key components of the human resources management activities model can also be matched to a human resources model Armstrong (2006) claims. This human resources model shows that human resources and the building that an organisation is built on should be managed in a way that harmonises them strategically. It is also said that there is a human resources cycle which is made up of four functions that are generically performed in all organisations. These functions include selection, appraisal, rewards and development according to Armstrong (2006) who believes that the human resources cycle starts with selection, then goes on to appraisal or surgical process management which it is also known as before splitting off into two sections, rewards and development, before last the cycle with surgical operation. Thi s model and matching human resources cycle explain human resources management in a way that emerges to cover every aspect of it simply and effectively.Where Armstrongs (2006) human resources management model negotiation about there be ten key components of human resources management and are simple, Rudman (2010) goes into more full point when defining the scope of human resources management. Rudman (2010) said that the scope of human resources management is influenced by how big, or small, an organisation is along with different characteristics and it covers everything an organisation does to attract, manage, develop and reward (p. 8) employees who help the organisation achieve its goals. This scope of human resources management means that Rudman (2010) see the role of a human resources manager as consisting of activities, but he also talks about there macrocosm five main elements when it comes to human resources management. The five elements that Rudman (2010) suggests are the core elements that make up human resources management are staffing the organisation, managing citizenry and transaction, developing people and performance, recognize people and performance, and managing employment relations.Staffing the organisation works towards attracting and acquiring any of the human resources that an organisation fall outs in order to achieve the organisations goals while managing employment relations aims to balance both the interests of the employers and their employees so that the organisation can work to achieve their goals. When an organisation manages people and performance it encourages their employees contribution and commitment to both the organisation and the organisations overall performance while developing people and performance ensures that the organisations employees have the necessary skills, knowledge and competencies that are required for the present performance and early performance of the organisation. When organisations reward people and performance it influences the behaviour and performance of the organisations employees by encouraging them with future contributions as well as recognising their past achievements. These five core elements make up what Rudman (2010) believes to be the scope of human resourcesmanagement.While Rudman (2010) suggests that there are five elements that make up the scope of human resources management, and Armstrong (2006) claims that there are ten key components that comprise to make up his human resources management activities model which has a complementary matching human resources management model there are many other perspectives when it comes to discussing what makes up the role of a human resources manager. Another perspective is that of Baum (2007) who suggests that there are eight aspects that coalesce together to make up what the role of a human resources manager involves. Baums (2007) views on what human resources management is good practice is adapted from Filte Ireland (2005) model of what good practice in human resources management is.The eight aspects that Baum (2007) and Filte Ireland (2005) suggest are activities that contribute to what a human resources managers role is are flexibility, participation, performance management, recognition, reward, communication, learning and development, and empowerment. A human resources manager call for to be flexible according to Baum (2007) because they need to ensure that the organisation can match their demands with the availability of their staff whilst recognising the employees work-life balance also needs to be managed. Performance management is an important aspect of a human resources managers role according to Baum (2007) as carrying out regular staff performance reviews within organisations will ensure that both individual performance and team performance is being delivered to the standard of the organisation leads to rewards and recognition, two aspects that Baum suggests are important.Ensuring th at employees good efforts are recognised within their peer group and are celebrated will ensure that employees continue working to the same standard so that they can gain either monetary or non-monetary rewards. Learning and development is also important when it comes to the role of a human resources manager as having access to both on-the-spot(prenominal) and off-site courses and learning opportunities for employees ensures that employees work is up to standard and they are up to date and speed with what they are required to do for the organisation to achieve their goals.Developing, managing and rewarding people and performance appear to becommon, and important, functions of what a human resources manager role consists of according to Baum (2007), Filte Ireland (2005), Rudman (2010) and Armstrong (2006) human resources management activities models. The three models that have been discussed all have similar functions but Armstrongs (2006) seems to cover every aspect of what I think human resources management entails in a more in-depth way compared to how Rudman (2006) explains it. However, each model is proper(postnominal) and suggest what they see as the most important functions of human resources management and activities of a human resources manager.In the hospitality industry human resources management departments are often considered, and talked about being, a follow shopping center. A cost center is a function in an organisation that does not produce any direct profit but adds to the overall cost of running an organisation. Human resources management is considered a cost center in the hospitality industry as measuring the resolutions of human resources management efforts is not always straighten to see and the same goes for the results of managing employees. Many hospitality organisations face challenges including the business environment always changing rapidly, change magnitude competition and changing customer demands but the changing technolo gies of today are making it easier for organisations to share information and replicate competing organisations work practices and strategies. (Cho, Woods, Jang & Erdem, 2006).Cho et al (2006) found that human resources management issues and challenges are becoming increasingly important to an organisations performance where as Becker & Gerhart (1996) have argued that decisions regarding human resources management influence the overall performance of an organisation because human resources management aims to better the efficiency of organisations as well as increase the revenue of the organisation.A major issue that human resources managers face in the hospitality industry is employee retention as there is a personnel shortage. There is a diminish in the number of teenagers that are available to work in the hospitality industry as the legal age of them are looking for jobs that allow them to work nine to five, Monday through Friday and have the weekends off. However, in the hospit ality industry this is never the case and, in the vast majorityof cases, employees are required to work over the weekend. Because of this drop in availability of teenagers wanting to work in the hospitality industry, Bonn & Forbringer (1992) suggested that human resources managers are going to have to explore and develop new target markets and methods when it comes to both attracting and retaining employees.According to Davidson & Wang (2011) jobs in the hospitality industry are being characterised by the levels of labour turnover being quite high with a fair center of employees leaving their current hospitality jobs for opportunities in different industries. This high labour turnover means that employees are not happy with the work they are insideng but, in some conditions, it can also indicate that employees cannot reach the unrealistic expectations of the organisation they are working for. However, some other reasons have been known to be the cause of high labour turnover in the hospitality industry and these include there being a lack of future career opportunities the job-scope being dissatisfactory and conflict between management and employees.Human resources managers are required to think of new ideas that will want people to work for their organisation so that there is a low labour turnover. If an organisation has a low labour turnover this means that their employees are satisfied with their jobs, they feel both safe and healthy in their work environment, and their work performance is deemed satisfactory from the employers perspective which is very important. Being able to attract and retain employees in one of the key components that is part of the activities and functions that comprise the role of a human resources manager.There are several different approaches that can be taken when it comes to human resources management these include hard or well-off, ruff practice, best fit and strategic. Two different approaches of human resources management a re hard or soft. These approaches are opposing views on different human natures and control strategies hard human resources management can be viewed as the basic functions whereas soft human resources is the advanced functions of human resources management. Soft human resources management is all about the self direction of individuals and in the center of the approach to managing people is trust, self-regulated behaviour and commitment. With soft human resources management employees are treated asthe most significant resources within an organisation and it focuses on the employees needs, roles, rewards and motivating them. This makes employees the greatest asset within an organisation and they are vital to the succeeder of the organisation.Human resources managers ensure that they select the best candidates, provide them with training and development of a high and appropriate quality and are rewarded in regards to their value to the organisation. Whereas hard human resources manage ment focuses on the strategic objectives of the organisation and human resources is treated like an equal function of production. Hard human resources management aims to minimise the cost of labour and make it flexible and people are often referred to as employees with this particular approach to human resources management as it reinforces that employee relations can be because of franchising, outsourcing or subcontracting.Strategic human resources is an approach that has a goal to use people in the most effective way in regards to the organisations strategic needs. This approach is designed to aid organisations meet their employees needs in the best way possible. It requires human resources managers to not only think and plan ahead different ways for the organisation to meet the needs of their employees but also ways for the employees to meet the needs of the organisation as well. (Becker & Huselid, 2006). Strategic human resources management is having the ability to plan for the e mployees needs as it helps improve and increase the amount of skillful employees whom choose to keep working for an organisation. Becker & Huselid (2006) suggest that improving and increasing this amount will reduce labour turnover costs, and the money that organisations would have to spend on attracting and recruiting new employees.The best practice approach to human resources management is based on there supposedly being a set of human resources management practices that are best suited and that using these practices will lead to the organisations overall performance being superior to their competitions. It aims to develop employees, increase their level of commitment to the organisation, with the intended return to improve the overall performance of organisations and create a competitive advantage that is sustainable. When it comes to thisapproach to human resources management, what whitethorn work for one specific organisation may not necessarily be the best practice for anothe r organisation as it may not fit the style of management, strategy, or working performance of that organisation. (Armstrong, 2006). Whereas the best fit approach to human resources management works on emphasising the significance that ensuring the human resources strategies are appropriate for the organisation. Human resources managers are required to take into account bot the needs of the organisation and its employees. With this approach it is up to the organisation to decide what works best for them and what will fit their operational and strategic requirements according to Armstrong (2006).The most suitable approach to human resources management in the hospitality industry in my opinion, based on the findings of this literature review, is the best practice approach. This is because this approach aims to develop employees, increase their level of commitment to the organisation, and have an outcome that improves the overall performance of the organisation. When working in the hosp itality industry it is important to attract and recruit the people best suited for the organisation and adopting this approach to human resources management it will ensure that the commitment of employees is enhanced and improved which, in turn, improves the overall performance of the organisation. There are a range of human resources practices that are significant to organisations when trying to attract and retain employees who will constantly deliver service of a high quality. These practices include selection and recruitment, teamwork, retention, training and development, appraisals and rewards, and employee relations and they are all important to the human resources management in the hospitality industry.ReferencesArmstrong, M. (2006). A handbook of human resource management practice, 10th ed. capital of the United Kingdom Kogan Page. Baum, T. (2007). Human resources in touristry Still waiting for change. Tourism Management, 28(6), 1383-1399. 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