Human Resources In Hotels

Running head: HUMAN RESOURCES IN HOTEL MANAGMENT 1

Human Resources in Hotel Management

Maria Alejandra Sanchez

Florida International University

HFT3453

Professor Steven V. Moll

HUMAN RESOURCES IN HOTEL MANAGEMENT 2

Table of Contents

Introduction……………………………………………………………………………………3

Definition of “Turnover”………………………………………………………………………5

Causes of the Turnover in Hotel Industry……………………………………………………..5

Outcomes and Consequences of Turnover…………………………………………………….6

Recommendations about Turnover Reduction…………………………………………………8

Conclusion……………………………………………………………………………………12

References……………………………………………………………………………………14

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Introduction

Nowadays, hospitality industry is among the most thriving industries in the entire

world. People from all over the world, travelling whether for tourism or business purpose,

frequently stay in hotels, where they expect to be served in a befitting way for the price they

pay. Regardless of the place a hotel is located in and of the way its interior and exterior are,

the most important about it is the service, which is performed by the staff. Apparently, human

resources are among the principle factors that make a good hotel. Empirical researches prove

that the hotel employees’ personal qualities, knowledge, skills, behaviors, attitudes, cultural

backgrounds and ability to provide positive organizational atmosphere are estimated as the

essential resources that make a great contribution to improvement of the hotel operations

general performance (Kusluvan at AL., 2010). The health and structure of any hotel

organization is mostly based on human resources that functionally deliver services to the

clients. “Few people would reject the proposition that the human element in tourism and

hospitality organizations is critical for service quality, customer satisfaction and loyalty,

competitive advantage, and organizational performance.” (Kusluvan at AL., 2010, p. 171).

Apparently, the employees’ knowledge and experience constitute an irreplaceable

valuable resource for hotel business. However, a staff has few chances to be well-performing

and productive without a proper management. The effective HR department constitutes a

significant role in employees’ performance and the general organization success. “The

effective management of […] human resources is therefore vital to the prosperity of the

enterprise, whether undertaken by the line managers and owner-managers of smaller

businesses or as part of the responsibility of specialist HR managers in the larger chains.”

(Boella & Goss-Turner, 2013, p. 14). A well-organized HR of any organization can constitute

a competitive advantage (Rutherford & O’Fallon, 2007). Nowadays, the appropriate practical

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implementation of staff management contributes to the increase of productivity and the

general well-being of an organization.

The main potential of a hotel mostly consists of its workers. Despite of all the modern

technologies, original ideas and supportive environment, it is impossible to maintain a good

profitable hotel with a well-qualified staff. An organization cannot exist without people and a

hotel cannot achieve its goals without skillful workers. The management of the staff closely

refers to employees and their collaboration with supervisors and each other.

It should be mentioned, that currently, labor supply, the level of its knowledge,

experience, dedication, and motivation are among the main indicators of competitive ability

of a hotel organization. Needless to say, that the success of the leading hotels worldwide is

followed by the well-qualified systems of HRM and their proper service-delivering to the