HRM Practices in Hotel Industry (original) (raw)
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The influence of Human Resource Management Practices on Employee Job’s satisfaction of Hotels in Yangon, Myanmar, 2022
This research main purpose is to investigate the influences of human resource policies on job satisfaction among hotel employees in Yangon, Myanmar. Recruitment & selection, training & development, performance appraisal, compensation & reward, and employee participation are the five HR practices studied in this research. To achieve these goals, primary data are sampled from 160 responsible individuals, including the chief operating officer, deputy financial controller, director of operations, general manager, executive assistant manager, revenue manager, executive housekeeper, executives (sales and marketing), HR administration executive, accountant, purchasing manager, credit manager, secretary, chief accountant, HR assistant manager, credit manager, and housekeeping staffs. Descriptive and multiple regression analyses are utilized to determine the effects of HRM practices on employee job satisfaction in Yangon, Myanmar hotels. To meet the study's aims, secondary data are collected from past research, relevant textbooks, the MIMU website, journals, and articles. The acquired data were processed with the SPSS program. Despite the fact that all five dimensions of HRM Practices are highly correlated, the multiple regression analysis revealed that only two of the five HRM practices (training & development and compensation & reward) have positive and significant influences on employee job satisfaction in hotels of Yangon, Myanmar. Thus, effective adaptation and implementation of other flexible HRM methods would lead to job satisfaction among hotel industry staff members, resulting in customer satisfaction and a sustained significant improvement for numerous hotels. Moreover, organizations should also examine additional elements in order to get employee job satisfaction increment.
Human Resource Management Practices in the Hotel Industry in Sri Lanka
Human Resource Management as a discipline has been in existence for decades. However researchers have continued investigating various HRM practices and whether these practices are influenced by various demographic factors pertaining to industries and organizations. Researchers of this study are in pursuit of identifying HRM practices in the hotel industry in Sri Lanka in relation to demographic factors such as ownership of hotel and type of hotels. For the purpose of this study, ownership is defined as whether the hotel is owned by a foreign investor or domestic investor. Type of hotel is defined as whether the hotel belongs to a hotel chain or an independent hotel. The set of HRM practices of hotels was identified using the list of HRM practices prepared by Hoque for his research on HRM practices and performance of hotel in UK. Hoque's list of HRM practices covers eight areas of HRM practices and each area comprises of several HRM practices belonging to that particular area of HRM. Seventy six hotels responded to the questionnaire belonging to six tourist destinations in Sri Lanka. Overall there are 25 HRM practices in the list. Based on finding, it was concluded that there is a significant relationship between the type of hotel and HRM practices.
Personnel Review, 2014
Purpose – The purpose of this paper is to comparatively analyse the best human resource management (HRM) practices in the hotel sector of Samoa and Tonga. Design/methodology/approach – This study examined best HRM practices used by the hotel sector of Samoa and Tonga by using self-administered questionnaires. Self-administered questionnaires were distributed to 73 hotels in Samoa and 66 hotels in Tonga. Out of the 73 self-administered questionnaires that were distributed in Samoa, 58 usable questionnaires were returned resulting in a response rate of 79 per cent. In the case of Tonga, out of the 66 self-administered questionnaires were distributed, 51 usable questionnaires were returned resulting in a response rate of 77 per cent. Findings – The findings of this study show that there are 28 best HRM practices in Samoa and 15 best HRM practices in Tonga. This study also found that best HRM practices differ based on differences in internal and external environmental factors present in...
Human Resources Management As a Determination of Star Hotel Performance in Indonesia
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Indonesia has various types of industries, one of which is the hospitality service industry. The room occupancy rate in hotels, especially the star ones, decreased for 2016-2020. This was caused by the less effective and not optimum implementation of human resources (HR) management, the HR recruited were less competent in their field and unsuitably placed in some positions, lacking motivation, guidance, and supervision to carry out their duties. These problems affected the HR performance and decreased work productivity. Consequently, the hotel performance also decreased due to not maximum services provided to tourists. Another effect was the room occupancy rates in hotels, especially star hotels tended to decline. This research employed descriptive quantitative through path analysis using SPSS 22. The population of this study included 7,021 employees working in five-star hotels in Indonesia. By purposive sampling technique, 100 employees of the population were taken as the samples. The study results based on the partial hypothesis showed that the variables of HR planning, HR organization, and work supervision for employees had a positive and significant effect on the work productivity of star hotel employees in Indonesia, and these three variables affected the performance of star hotels in Indonesia. Simultaneously, the variables of HR planning, HR organizing, and work supervision had a positive and significant impact on the performance of star hotels in Indonesia through the work productivity of the star hotel employees in Indonesia.
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Enterprises play an important role in India's economic process. Human resource efficiency and performance are the most significant reasons for any enterprises to be successful. This study was carried out to understand the Human Resource (HR) practices followed in the one single Hotel industry. There are four top models of HRM such as the Fombrun, Tichy, and Devana Model, the Harvard Model, the Guest Model, and the Warwick Model. Out of these models, the Fombrun, Tichy, and Devana Model of HRM have been adopted for this study. A case study approach was adopted wherein the HR practices of a hotel engaged in service activity was captured. In-depth interviews were held with the managers (HR manager, managerial staff etc). Similarly, matters such as incentives, challenges in the staff retention field bounds a huge crisis in the industry were observed. Information was sought about the existence of HR practices at their unit. Literature review helped to identify the framework (Fomburn, C.J., Tichy, N.M., &Devanna, M.A. 1984), this model was taken/identified as a tool to test whether the same works in the HR practices of the unit under study.The paper offers insights into what are the major difficulties faced by the Hotel industry with respect to their HR Practices.This paper is based on the findings from analyzing a single service industry in Dehradun (Uttrakhand).This paper is useful for both researchers and HR practitioners because it identifies the HR practices area in the Indian hotel industry.
Human resource management in hotels
Tourism Management, 1995
and Singapore in an effort to examine common and disparate themes within diverse national, cultural, social and labour market environments. It reports on a comparative study undertaken by survey in both countries between 1991 and 1993. Whilst many similar practices are employed in both countries, some significant differences are observed which reflect different guest markets and national priorities. Thus hotels in Singapore suffer from labour scarcity and have been forced to employ a broad range of HRM strategies to ensure adequate staffing. Conversely, Australian hotels have an available labour market but require sophisticated training and career development programmes to assure service quality and productivity. The implications of this comparative research on hotel management practices in the two countries will undoubtedly apply to hoteliers in any country.
Human resource management in the hotel industry: A review of the literature
2015
This article conducts a systematic review of the literature on human resource management (HRM) in the hotel sector in order to answer the following related questions: what human resource (HR) practices and strategies exist in the hotel sector and why do they exist? The paper discusses the challenges faced by the hotel industry and the relevant HR strategies and practices in this context. The findings reveal that there is a mix of HR strategies in the sector, with hotels blending numerical flexibility with externalized forms of labour, and functional flexibility with high-commitment HRM.
Human resources management in hotel industry: the analysis of current practices in Serbia
2016
Human resources management (HRM) in the hotel industry, especially in large hotel chains, has rapidly developed in the last few decades, by means of modern HRM assets. Today, a wide range of measures is being used in HRM, aimed at career development, such as systems of vocational trainings, rewarding incentives, and the promotion of healthy working environment, with stress minimization in the workplace. The importance of HRM in the hotel industry is constantly growing. Hotels have an important role to attract, engage and maintain top talents, by redefining working environment and creating stimulating work ambiance. Efficient HR managers also have to be familiar with constantly changing business practices and tendencies. This study presents the comparative analysis of HRM practices in Serbia in 2015, according to the Cranet research, and the HRM practice in the hotel industry, conducted by the author in 2015, encompassing twenty hotels in Serbia. It also comprehends the most important cases of practice in hotel chains worldwide.
Human Resources Management in Small-and Medium-Sized Hotels in Turkey
Journal of Human Resources in …, 2008
Effective human resources management (HRM) is vital for the success of small- and medium-sized hotel enterprises (SMHEs). However, there are no single studies concerning HRM practices of SMHEs in Turkey. The purpose of the study is to analyze the current HRM practices of SMHEs in Turkey. Findings from 313 SMHEs revealed that they did not possess formal HRM practices and this resulted in lack of professionalism in these firms. The study concludes that small- and medium-sized hotels, apart from microfirms, should formalize their HRM practices. However, formalization of HRM practices requires financial support and training of owner/managers on managerial skills and the importance of HRM. Cooperation and collaboration among the government, educational institutes and firms are recommended in order to improve HRM applications.