Human resources
management practices can have a large impact on the overall success of hotel
operations. These functions may appear to be subtle but influences nearly every
aspect of human capital that makes its way into the customer service
experience. It also impacts the ability of an organization to weather changes
and develop to market realities. New research helps define which aspects of
human resource management impact hotel success and which do not. Human resource
administrators would be wise to take into consideration this research.
First, it is necessary
to define human resource management. Proper human resource management entails
the practices that encourages the organizations knowledge, skills and abilities
to contribute to business outcomes (Huselid, et. al, 1997). In other words, it
manages and fosters those human elements that make a business successful. This
can include everything from recruitment to strategic training.
Human resource
management often entails a theoretical lens for understanding and studying its
impact on the organization. According to Mudor & Tooksoon (2011) a
conceptual framework of HRM practices includes supervision, job training and
pay to foster understanding. The supervision is the practices and techniques
managers use, job training is the enhancement of capital, and compensation is
the pay practices. When each of these concepts are done well the entire
organization will do well in terms of its employee management.
The study conducted by Nakhleh, Patel, &
Dagarwala (2012) brings to light which type of HRM practices have the largest
impact on hotel performance. Surveys were sent to all three star hotels in
Vadadara based upon the website Cleartrip.com. The target group consisted of
managers, assistant managers, and reception heads of 13 hotels. The researchers
sought information on the independent variables associated with HRM such as
selection, staffing, training, performance appraisals, performance rewards,
employee relations and internal controls. The dependent variable was the hotel
performance in the form of effectiveness, efficiency, quality, satisfaction and
occupancy rate.
Results:
-Selection, staffing, training & development,
performance appraisal and performance reward had an association with hotel
performance.
-Employee relations and internal communication had a
weaker association with hotel performance.
Analysis and Business Application:
The results help show that the people we recruit and
their development have a positive impact on hotel performance. Once strong
employees are selected it is the accurate feedback that allows employees to
gauge their ability and find areas where they can emphasis improvement. Such
motivation is maintain through the use of adequate rewards. Such rewards are an
external appreciation for an internal experience. In alignment with studies
discipline isn’t a major detractor to performance as long as it is perceived to
be just and fair. Relationships are fostered primarily through the immediate
manager and this takes precedence over more formal communication strategies.
Organizations would do well to consider this when designing their own
communication approaches.
Huselid, M.. (1995), The impact on human resource
management practices on turnover, productivity, and corporate financial
performance. Academy of Management
Journal, 38(3)
Mudor, H. & Tooksoon, P.
(2011),Conceptual
framework on the relationship between human resource management practices, job
satisfaction, and turnover. Journal of Economics and Behavioral Studies, 2 (2).
Nakhleh, H., Patel, N.,
& Dangarwala, U. (2012). The effectiveness of human resource management
practices on hotel performance. International
Journal of Research in Commerce and management, 3 (3).
