Human Resources in the Hospitality Industry PDF Free Download

Human Resources in the Hospitality Industry PDF Download Info

Book overview

   Pay in the hospitality industry is not always great, so it is important to think about how to show appreciation to employees. Incentive programs for employees can include career development training, mentoring programs, flexible schedules, employee recognition schemes, retirement planning and pension benefits, health and wellness packages, start-up kits, bonuses tied to customer satisfaction, and incentives unique to each employee. Millennial employees value various benefits, ranging from training and development through vacation allowance to free child care.

   Cultivate talent by investing in future careers, creating a workplace culture that values respect and growth, and setting aside quiet times of the year for employees to gain an alternative perspective. Additionally, one-on-one sit-downs with managers can help address any issues or queries.

Summary of Human Resources in the Hospitality Industry

   Hospitality is a dynamic industry, one of the largest in the world, and it continues to grow. HR departments in hospitality struggle with finding qualified candidates and retaining high-performing employees. Employee turnover in hospitality is high, due to unrealistic job expectations, low wages, demanding work, irregular hours, repetitive tasks, lack of job security, poor managers, lack of routine, toxic work environment, limited growth opportunities, and more. To improve on existing functions and boost HR in the hospitality industry, employers should create an inclusive workplace, use metrics/track performance, build incentive programs, cultivate talent, communicate clearly, make payroll system efficient, turn employees into brand ambassadors, automate the recruitment process, have a memorandum of understanding (MOU) and create internal hiring pools. HR in hospitality should work together to create an inclusive workplace where every employee feels welcome and valued. To do this, lead by example and connect with every employee, encourage interaction outside staff silos, and create employee resource groups such as working parents or LGBTQ. Additionally, use metrics to track performance and establish KPIs specific to the business, such as absence rate, benefit satisfaction, employee satisfaction, productivity, internal promotion rate, net promoter score, employee turnover rate, and training effectiveness. This will help to spot trends and uncover churn points, and put into place strategies to remedy any of these problem areas.

Communicate clearly & Make your payroll system

   Employers should treat their employees like grown-ups and ask for their feedback regularly. This will quash rumours, reduce time-wasting misunderstandings, enable employees to carry out their roles effectively, and give them a better sense of the business’s identity. Solutions to improve communication include training on company best practices, explaining the company’s values and mission, and creating a company culture that encourages open dialogue. Encourage questions and feedback, provide a platform for knowledge/best practice sharing, plan company events, adopt a self-service model, keep reimbursement policies simple, switch to electronic pay statements, and make payroll more efficient.

   Hiring employees who believe in the company mission is a great way to retain staff and improve HR in hospitality. Employee referrals don’t oversell the job and don’t set unrealistic expectations, so don’t set yourself up for disappointment.

Review

   This paper surveys 156 books and articles on organizational behaviour and human resource management in the hospitality industry to assess the current state of research in this area. It looks at what research has been conducted within the following topic areas: labour market trends, employee attitudes, organization structure and culture, hospitality managers and management work and human resource practices. It identifies several gaps in current research, such as a focus on applying mainstream ideas to the hospitality industry rather than influencing mainstream research.

   Organization structure and culture has been a major focus of research into hospitality organizations, with Whyte (1948) focusing on structures and the effect that these have on people. The issue of what hospitality managers do and why has been extensively researched since the earliest work by Nailon (1968). Much of the earliest work focused on the study of management activities, often using Mintzberg (1973)’s classification of management roles as a theoretical framework. Research into human resources in hospitality related journals is also popular.

Human Resources in the Hospitality Industry PDF Free Download