Human Resources Management in Hotel Hospitality
Hotel Industry Human Resources Management
Human Resource Management in the Hotel Hospitality Industry
Authors Frank Go and Mary Monachello (1996) note, "effective management of human resources is required in all functions of hospitality in order to cultivate teamwork and sustain a competitive edge" (Go and Monachello, 1996, p.8). Because good management rests on both knowledge of human resource management and skill to implement effective human resource strategies, it is essential that those in the hotel hospitality industry fully understand and implement strategies for good management in order for their hotel to succeed to its highest capability. The purpose of such management is based on the need for high performance level and dedication of hotel employees. Despite the various resources and supplies that a company may require, human resources is actually the most important resource because without a labor force, no business can be done (Milkovich, 1997, p. 2).
The success of a hotel depends on the satisfaction of its customers, and the satisfaction of its customers is based on the competence and leadership of its staff. How then is a staff ingrained with the standards of protocol that are needed to ensure that hotel operations run as smoothly as possible in order to assure that all guests become repeat guests? This task is left up to human resources management. In order to provide effective management, certain plans must be made for achieving desired outcomes. Further, certain control systems and quality management techniques are crucial to both success and motivation within an organization. In viewing these techniques and applying them in conjunction with my own past employment experiences, it becomes clear as to what steps are needed to ensure success in this field as well as what should be avoided.
Control Systems
In order to assess whether a management control system is functional or dysfunctional, one must first understand that basics of the term control system. A management control system is a system that gathers and uses information to evaluate the performance of different resources like human, physical, financial, and also the organization as a whole considering the organizational strategies (Otley, 1994, p. 290). In terms of human resources management, Anthony and Young (1999) note that management controls are the only tools that managers use in implementing desired strategies, and these controls can either function well after implementation or fall by the wayside (Anthony and Young, 1999, p. 16). In order to assess whether control systems put in place are functional or dysfunctional, one must look for specific red flags in order to address them before they become irreparable.
Analyst R. Chenhall (2003) notes that there are several symptoms of dysfunctional control system that managers must be on the lookout for including: lack of balance, inability to influence change, acceptance of relative success rather than absolute success, sub-optimization of departments, ignorance to the root cause of problems, acceptance of "I'm sorry" over "I should have known" mentality, segmented morals, segmenting employees by class, and a broken behavior-consequence chain (Chenhall, 2003, p. 143).
As seen in looking at these symptoms, it is clear that a dysfunctional control system can alter the success of any organization. The goal then is to implement functional control systems set in place by management teams. Functional control systems are important to both new organizations and organizations that are looking for longevity and success within their field. In looking at my past place of employment, management did an excellent job at adjusting control systems in order to assess problems and fix them before issues got out of hand. For example, the recent economic downturn led to decreased patronage of our establishment. However, management discovered that similar establishments in the same area were still doing quite well despite the economy.
Though our management obviously had no control over market conditions, it did have control over how our establishment conducted business and how we as an establishment reached to market variations. In times of economic uncertainty, success for an organization depends largely on how well hotel management and human resources management deals with fluctuations in the marketplace and in patronage in a manner that educates and leads the staff in hopes of fully satisfying the needs of customers.
To deal with our hardships, our management reached out to establishments around us to gauge an idea of how they were maintaining their success. It was discovered that their success was not from throwing out their old control models, but in adapting them to fit the current situation and in informing the staff of each new maneuver. In adapting this policy of openness and honesty about situations all the way from management to part-time employees, our...
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