TABLE OF CONTENTS
APPROACH 2
DEFINING HUMAN RESOURCE MANAGEMENT 3
FUNCTIONS OF HUMAN RESOURCE MANAGEMENT 4
Human Resource Planning 6
Recruitment and Selection 7
Training 8
Job Evaluation 8
Job Analysis 10
Role Analysis 10
Immense growth of hospitality industry with shortage of skilled labour 13
Workplace Diversity 15
Managing workforce diversity 17
MULTI *ƒ²*ƒ”€š GENERATIONAL CHALLENGES AND HR APPROACH 19
ATTRITION OR EMPLOYEE TURNOVER 23
Organizational commitment 25
COST OF EMPLOYEE TURNOVER 28
STRATEGIES FOR COMPETITIVE BENEFITS, COMPENSATION WITH
FLEXIBILITY AND MOTIVATION 38
An overview of different type of Incentive programs followed by H.R 42
Effectiveness of incentive programs 47
The CANE Model 50
LEGAL CONSTRAINS 52
BIBLIOGRAPHY 57
TABLE OF FIGURES
APPROACH
The author would like to begin the research by showcasing the importance of Human
Resource in today Hospitality industry (H.R). Author would give a brief about several
functions performed by Human Resource in hotel sector which in turn is linked to the
success of the organization. Adding on to this the article would also emphasize on
challenges faced by Human Resource in rolling out these functions. The author would then
try to link the immense growth of hospitality industry with labor shortage. With airlines,
retail and BPO sector booming, hotel industry has become a heavily poached sector, this
being a critical issue will be studied by the author. The author would be taking help of
several models to demonstrate approach followed by Human Resource. The focal point of
the discussion will display the strategic role played by H.R management in efficiently
handling various functions. The author would then analysis how every level of employee
has different needs and how strategically HR is trying to meet with employees
expectations . The author is also trying to give a detailed account of several incentives
offered by hotel chain.
The author will then focus on reasons why employee tend to leave their job in a shot span
of time or in other words why hospitality industry is facing such high attrition rate. In
addition to this a detailed account of cost of employee attrition will be given after referring
to several reports. Author will then emphases on several ways in which attrition can be
controlled by suggesting models.
Analysis of several hotel chains will be done to find out the different recognition program
followed by them to retain their employee. The author will also showcase the after effects
of implications of the program. Further more the author will then analysis several
motivational techniques followed by the H.R to retain people in the organizations.
DEFINING HUMAN RESOURCE MANAGEMENT
HRM is seen as a new approach in managing the workforce. Despite the widespread use of
the term, the definition of HRM remains elusive and varied. Some writers see it as merely
a retitling of the term “personnel management”“. Storey discussion on the definition of
HRM best summarizes the various meanings given to HRM. There are four meanings
frequently attached to HRM. The first is that HRM is simply just another word for
personnel management and is also used to cover other concepts such as employee relations
and people management. The second meaning refers to the use of specific personnel
management techniques in an integrated manner. In this definition, HRM is seen as the
integrated and coherent use of policies and techniques such as selection, performance
appraisal, reward and training to enhance organizational performance. The third meaning
emphasizes the importance of a business-oriented and business- integrated approach in the
management of employees. This definition emphasizes that the way an organization
manages its workforce should match the strategy it pursues. The term strategic HRM”“ is
often used to refer to this strategically oriented HRM practice. The fourth definition goes a
step further; besides the importance of integration with strategy, it also emphasizes the use
of employee management techniques which seek to develop employee commitment to
certain desired outcomes. HRM also considers employees as valued strategic resources and
not merely a cost to the organization
FUNCTIONS OF HUMAN RESOURCE MANAGEMENT
The role of the Human Resource Manager ( HRM ) is evolving with the change in
competitive market environment and the realization that Human Resource Management
must play a more strategic role in the success of an organization. Organizations that do not
put their emphasis on attracting and retaining talents may find themselves in dire
consequences, as their competitors may be outplaying them in the strategic employment of
their human resources.
With the increase in competition, locally or globally, organizations must become more
adaptable, resilient, agile, and customer-focused to succeed. And within this change in
environment, the HR professional has to evolve to become a strategic partner, an employee
sponsor or advocate, and a change mentor within the organization. In order to succeed, HR
must be a business driven function with a thorough understanding of the organization big
picture and be able to influence key decisions and policies. In general, the focus of today
HR Manager is on strategic personnel retention and talents development. HR professionals
will be coaches, counselors, mentors, and succession planners to help motivate
organization members and their loyalty. The HR manager will also promote and fight for
values, ethics, beliefs, and spirituality within their organizations, especially in the
management of workplace diversity.
Human Resource Management is strategic policies in any company. The significance and
gravity of workplace legislation such as workplace, health and safety and equal
employment opportunity have increases demand for experienced human resource
specialists. HRM plays an integral part in effectively improving practices and
standardizations in the working environment. HRM is very closely related to people
attitudes about work, the evolution of employment-related laws and sociological trends.
HRM basically plays a role of middle man with its own principles between the employees
and the employers.
Figure -1 Pictorial representation of functions of HRM
Human Resource Planning
Manpower planning and human resource planning are synonyms. The basic idea of
manpower planning is, we look at the numbers we are likely to need because of growth or
contraction, promotion and wastages. In other words, it simply means ensuring availability
of right numbers of men , right kinds [types in terms of skill], at the right point of time, at
the right places for utilizing the most economically and effectively and develop their
potentials in terms of skills, performance and capacity. Always having enough workforces
to match requirements of organization. It includes the numbers, skills, ages, flexibility, sex,
experience, forecast capabilities, character, potential, etc of existing employees.
Recruitment and Selection
Recruitment is the process of generating of applications or attracting applicants for specific
positions through four common sources, viz. Advertisement, state employment exchange
agencies , present employees and campus recruitment.
Having identified the potential applicants the next step is to evaluate their experience and
qualification for ascertaining their suitability for a job and make selection. Selection refers
to the process of offering job to one or more applicants from the applications. Selection is
thus a means of selecting the ““best-fit”“ for a job by using multiple hurdles such as
screening, shortlisting based on marks, tests, interviewing ,and an equal opportunity
dispenser.
Performance & Potential Appraisal
Performance appraisal also called “merit rating”“ or “employee rating is a means of
helping supervisors to evaluate the work of employees. It is the name given to the regular
formalized and recorded review of the way in which an individual performs in his or her
job. This is normally carried out by the job holder immediate boss.
Performance appraisal focuses of helping the individual to develop his or her present role
capabilities and to assume more responsibility for that role. Potential appraisal focuses
primarily identifying the employee future likely roles within the organization.”“ Potential
appraisal is done for placement as well as for development purposes keeping in mind
futuristic requirement of the organization. Performance appraisals are becoming highly
crucial tools of Modern organizations. Performance Appraisal is very much in demand
because; It helps employee in self-appraisal It Reviews his performance in relation to the
objectives and other behaviors. It also Checks reviews done by the superiors. It sends
summary information for central storage and use.
It analyses the difficulties of the employees and works to remove them. In addition helps
employees to face challenges and accept responsibilities, plans Potential Development
Exercises.
Training
Training comprises an integral part of HR department process. The purpose of training is
to improve the capabilities of the human resources in order to increase their efficiency and
effectiveness on the job. Training is expected to indicate positive changes in knowledge,
skill and attitudes. Training is job oriented and fulfills the current needs of an individual to
overcome job difficulties. Training wont solve all problems, not all problems are training
problems. As we all know Training aims at development of the people in an organization.
HR department analyses and develops various Training programs. It assesses training
needs of different groups of employees. Develops in-company training strategy including
pre-training and post-training activities. It prepares training packages and modules.
Organizes specific programes as well as general development programs with own and
outside resources. It also evaluates training efforts.
Job Evaluation
Job evaluation is concerned with establishing the relative worth of a job compared to other
jobs within an organization. In job evaluation one attempts to consider and measure the
inputs required of employees (know-how, accountability and problem solving etc.) for
minimum job performance and to translate such measures into specific monetary returns.
