HR Planning, contemporary challenges, strategic problem formulation theory, tourism and hospitality service
Discuss About The Tourism And Hospitality Workforce Planning.
Human resource management (HRM) practice is designed to maximize the performance level of the employees towards meeting the strategic objectives of an organization. Human resource planning is the core function of HRM practice, which assesses the demands and supply of human resource and link the skills of the employees with the business needs for meeting organizational goals. This study will choose five peer reviewed journals, which will assess the importance of human resource planning in hospitality sector.
The article examines the challenges faced by the human resource (HR) managers of hospitality and tourism industry in their HR planning. As per this article, human resource planning is the most important factor in human resource management, which determines the needs of the employees, avoids the oversupply of employees, predicts the manpower needs and avoids cost error. It specifies the numbers of employees needed for an organization and aligns the skills of those employees with business needs for achieving the strategic organizational goals. The purpose of this article is to identify and explain the challenges, which prevent the ability of HR managers to apply HR planning perfectly in hospitality and tourism sector. Moreover, the objective of the article is to identify the challenges of HR planning and demonstrate their affects on overall HR planning process. In order to gather authentic information regarding the research objectives, the author has used secondary data collection process. The author has used Strategic Problem Formulation (SPF) Theory for assessing the challenges of HR planning and their impact of HR management (Saad, 2013). The result of the study has indicated that inaccuracy of data analysis is the most important change faced by the HR planner during HR planning. Most of the managers rate the effectiveness of HR information less than moderate despite of varieties of information statistics and scorecards. It ultimately hampers the management style and employee performance of organizations.
The study is particularly applied to the hospitality and tourism sector. The findings of the study will be extremely helpful for me for knowing hospitality sector, as it has analyzed the issues of human resource planning of this sector. The study has argued that HR planning is considered as complex and ill-structured strategic problem in hospitality and tourism sector. I came to know that the success of hospitality and tourism sector is largely dependent on the KSA skills of the employees. Hence, the HR planners of an organization must align the KSA skills of the employees with the business needs. However, most often, such HR managers face issues in finding the compatibility between the employees’ KSAs and business needs. On the other hand, I can use the findings to analyze hospitality sector, as it gives the overview of assessment employee behavior required in hospitality sector. Most importantly, I understood that inaccurate data analysis regarding employee KSA mostly lead to challenges in HR planning.
Strategic human resource, strategic group, hotel and catering industry, human resource planning
This article examines the emerging concept of strategic group in strategic human resource management. The purpose of the article is to explore the way which organizations have started to create competitive advantage in human resource practice through strategic groups. The objective of the study is to identify the importance for strategic group in readdressing the challenges of competitive advantages. As per this article, industries are not compilation of disconnect heterogeneous companies, but subsets of organizations separated by mobility factors that limit the movement among groups. The ability of organizations towards pursuing distinctive HR practices for competitive advantage is limited by the constraints like isomorphism and organizational inertia. As per strategic human resource management, the organizations should use best fit approach in HR planning for hiring the best employees of creating competitive advantage (Gannon et al., 2012). The article has use qualitative method for collecting research information, where the authors have interviewed senior human resource executives and their team across eight international hotel companies (IHCs). The article has concluded that different types of institutional factors lead the HR managers to adopt distinctive HR planning strategies for leading competitive advantage. However, as per resource based view of HR practice, despite of competitive distinction through HR practices, the pressure for conformance is strong among the companies.
The article is particularly applied on the strategic human resource management (SHRM) of hotel industry. The findings of the study can be extremely helpful for my study of hospitality sector, as it gives the overview of competitive advantage within this sector through strategic human resource planning. I came to understand that HR managers use strategic human resource management mostly through three approaches like best fit, best practice and resource based view for fostering human resource competitiveness. Such factors are pursued independently by different organizations. However, this article has somewhat changed my view regarding the strategic human resource practice in hospitality sector. I came to know about an interesting concept of strategic group in HR practice. With the emergence of strategic group, the organizations adopt variations of HR approaches for giving a combined view of SHRM, which is more appropriate and reflects on competing perspectives and complex environment faced by companies. The cognitive approach suggests the executives and strategists to recognize the strategic variables, which determines the subsets of industry rivals for bettering competing with those rivals. I will use these findings for analyzing hospitality sectors, as give a perfect view of fostering competitive advantage with hospitality sector through strategic human resource planning.
Strategic planning, human resource development, human resource forecast, environmental scanning
This article examines different approaches of strategic human resource planning at macro level for forecasting the human resource needs. The human resource (HR) managers of hospitality and tourism industry are increasing facing the needs of HR projection on the composition, size and skills level of the future workforce. The purpose of this study is to compare the qualitative environment scanning approach and quantitative labor market projection for future workforce in hospitality and tourism sector. The objective of the article is to determine the views of tourism association leaders on the anticipated changes of Minensota’s population, compositions and labor force size. The objective of the study is also to identify the workforce projection in 2020 in regards to population forecast and external environment trends and their impact of workforce planning (Kenneth et al., 2016). The authors of this study have used interview technique for interviewing the tourism associated leaders of Minensota and assessing their views of external environment scanning for workforce planning. Furthermore, the authors have also adopted quantitative labor market data source for projecting the labor market. The study has concluded that the HR managers of hospitality and tourism sector need to use combination of two approaches for assessing the external environment and their impact on workforce planning. The interviewed industry leaders predict the changes in demography, economy, technology and political condition for assessing the current and future human resource demands.
This study is particularly focused on the workplace planning of the hospitality and tourism sector. The findings of the study can be extremely helpful for me for my study of hospitality sector. As per the findings of the study, the HR managers of hospitality and tourism sector should use combination of qualitative environmental scanning and quantitative labor market project for forecasting the workforce needs. I came to understand that the potential shortage of shortage of younger workers may lead the HR managers to create alternative employment arrangement like part time work. They may also attract the baby boomers for filling the vacant organizational position. The political condition also determines the wage limit of the employees, which ultimately influence the workforce planning of hospitality and tourism sector. I can use these findings to measure the importance of labor market projection on workforce planning of hospitality and tourism sector. As per labor market projection, the US workforce has been projected to grow to an estimated 171 million workers with the increasing population rate. Hence, the HR manager may easily hire talented employees from such increasing numbers of job candidates
This article examines the importance of human resource management (HRM) in Indian hospitality sector. The article has also focused on impact of organizational demographic factor on the human resource management practice of hospitality sectors. The human resource management activities incorporate formal policies and practices for managing the employees and fostering competitive advantage in business process. The purpose of the study is to investigate the significance of HRM practices and the impact of organizations’ demographic characteristics on the HRM practices of Indian hospitality sectors. The article has also hypothesized on the positive relationship between HRM planning and specific attributes of hospitality sector. As per this article, the application of hard and soft HRM approach is largely dependent on the types of service and products provided by the organization to the customers. Hospitality sector is highly labor intensive, which needs need high level of positive attitude and employee commitment for achieving strategic organizational goals (Chand, 2010). Hence, Indian hospitality sector uses soft HRM practice for managing the employees and align their skills and talents with core business needs. The study has used survey method for gathering related research information from 10 selected HR managers of Indian hospitality sector. Moreover, the article has concluded that manpower planning, recruitment and selection, pay system and employee development of Indian tourism sector is largely dependent on the size, age and type of the organizations.
This article is specifically applied to the manpower planning of Indian hospitality sector. The findings of the article can be extreme useful for my study of hospitality sector, as it provides wide knowledge regarding the human resource management practice of hospitality industry. As per the findings of the article, the demographic factors of an organization have high level of impact on the HRM practices of hospitality sector. I came to know that hospitality industry is highly labor intensive, which requires hard work, positive attitude and commitment of the employees towards provide quality service to the customers. Hence, HR professionals of hospitality sector use soft HRM practices for managing the employees and motivating them towards providing high quality service. Moreover, the selection of HRM practices of largely dependent on the organizational demographic factors like capital employed, age, type of organization and numbers of employees. I will use these findings to analyze hospitality sector as it assess the ways of HR planning towards fostering competiveness in hospitality sector. This study can be helpful for me to assess the best HRM practice to be adopted in managing the employees of this sector.
The article examines the relationship between the human resource management (HRM) practice with the service quality, customer satisfaction and employee satisfaction and employee loyalty in hotel sector. As per this study, the competitive advantage of hotel sector is largely dependent on the strategic deployment of highly committed and capable workforce. However, the effectiveness of HRM practices is completely dependent on the determining staffing needs, recruitment and training and managing employee performance. The purpose of the study is to explore the link among the HRM practice and hotel performances. The hypotheses of the study have proposed positive relation between HRM practice and service quality, customer satisfaction, employee satisfaction and employee loyalty of hotel (Al-Refaie, 2015). The author has conducted survey on 52 hotels, where 52 HR managers, 52 sales managers, 236 employees and 311 customers for gathering information for proving the hypotheses. The study has used structural equation model for assessing the link between HRM practice and service quality of hotel. As per this model, organizational learning enhance the skill level of the employees, which contribution in quality of service of the hotel. The study has concluded that there is positive relation between the employee satisfaction and customer satisfaction of hotel sector. Moreover, the satisfaction of the employees is completely dependent on proper HRM practice. In this way, it proves that HRM practice is positively related to service quality and customer satisfaction of hotel sector.
The study is particularly applied on the HRM practice of hotel sector, which is directly linked with the service quality and customer satisfaction. The findings of the study are highly useful for my study of hospitality sector, as it covers all the aspects of HRM practice, employee satisfaction and service quality and customer satisfaction. I came to know that structural equation model leads to learning environment in organization, which builds the capability of the employees towards providing high quality service to the customers. Moreover, capable and committed employees are highly efficient in providing high quality hotel service towards leading customer satisfaction. However, capability of the employees is largely dependent on the proper manpower planning and effective recruitment of the hotel sector. On the other hand, employee loyalty makes the customers more satisfied with their job and encourage them to provide high quality service to the customers. Hence, I believe that the service quality and customer satisfaction is completely dependent on the effectiveness of HRM practice of the hotel sector.
References
Al-Refaie, A. (2015). Effects of human resource management on hotel performance using structural equation modeling. Computers in Human Behavior, 43, 293-303.
Chand, M. (2010). Human resource management practices in Indian hospitality enterprises: an empirical analysis. Managing Leisure, 15(1-2), 4-16.
Gannon, J. M., Doherty, L., & Roper, A. (2012). The role of strategic groups in understanding strategic human resource management. Personnel Review, 41(4), 513-546.
Kenneth, R. Bartlett., Karen, R. Johnson., & Ingrid, E. Schneider. (2016). Comparing strategic human resource development approaches for tourism and hospitality workforce planning, Journal of Human Resources in Hospitality & Tourism, 15(4), 440-461.
Saad, S. K. (2013). Contemporary challenges of human resource planning in tourism and hospitality organizations: A conceptual model. Journal of Human Resources in Hospitality & Tourism, 12(4), 333-354.
Saad, S. K. (2013). Contemporary challenges of human resource planning in tourism and hospitality organizations: A conceptual model. Journal of Human Resources in Hospitality & Tourism, 12(4), 333-354.
Gannon, J. M., Doherty, L., & Roper, A. (2012). The role of strategic groups in understanding strategic human resource management. Personnel Review, 41(4), 513-546.
Kenneth, R. Bartlett., Karen, R. Johnson., & Ingrid, E. Schneider. (2016). Comparing strategic human resource development approaches for tourism and hospitality workforce planning, Journal of Human Resources in Hospitality & Tourism, 15(4), 440-461.
Chand, M. (2010). Human resource management practices in Indian hospitality enterprises: an empirical analysis. Managing Leisure, 15(1-2), 4-16.
Al-Refaie, A. (2015). Effects of human resource management on hotel performance using structural equation modeling. Computers in Human Behavior, 43, 293-303.
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