They have 14 bodies union formed by direct election. They spend their energy in graters interest of workers well as expand the business of this organization. This union is one of the honest, disciplined and strong principal in Bangladesh. They never involved in any clashing or break any rule.
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HRM for a new Hotel The Headrow Hotel is a much-loved local landmark in Leeds city centre and was first opened in by the York family, with its location being ideal for the local business community and booming nightlife.
The directors have recently decided to make major changes to the hotel by advancing it from a 3 to a 4-star status over the next twelve months. Hotel clients have the potential to complain about almost anything in terms of the service they receive; such as the size of the toilet seat or the smell of the dining area.
Therefore keeping a good image is imperative for any hospitality company; with friendliness, good service, efficiency, organization and professionalism being the key to success in this industry. Competitors can also play a huge part in determining how well its rivals do. Hotels that are specifically placed in a city centre can face a great deal of competition.
Not only must they compete with their rivals on price, but also on customer experience and satisfaction. This involves hotels ensuring that they have the correct facilities as well as the right employee allocation roles in order for them to maximise profit.
A strategic and coherent approach to the human resource issues should be integrated into the corporate strategy of the business as in this case successful people management is essential tor the business is to survive in an industry where statt unquestionably the most valuable resource.
Current Problems Currently the Headrow Hotel has numerous problems in terms of its internal environment. First and foremost, its reputation has slowly deteriorated over recent ears, primarily due to its decline in standards of service.
Appraisals take place annually, although they are not linked specifically to a structured performance pay scheme unless your role is of a supervisor or above; instead performance bonuses are decided separately by the York family, who have previously handled all staffing issues. With the added extras of a health spa and swimming pool comes the requirement for increased workforce and skill sets in order to deal with all the new refurbishment adjustments.
New staff must be employed and trained by the hotel to handle the redecoration and refurbishment that is to take place, and the increased skills that will be mandatory for staff who are operating in precise areas i.
Another possible problem is the customer complaints that the hotel could receive. With most of their complaints being related to staff it is central for the Headrow Hotel to ensure they attract, train and retain their staff decorously so that everyone is satisfied with their role, and even have someone who they can report their own individual workplace issues to.
In this case, qualitative methods should be applied.
With the selection of specific employees in roles that match their specific skillset e. It would therefore be advisable for the hotel to expand its workforce by hiring employees that already possess the skills needed to perform in their Job.
In order to do this, the hotel must first address the issue of salary pay by increasing the hourly rates to that of a more acceptable standard i. Next, hours in which employees operate under should be made more flexible subject to the roles they undertake; with employees working on night shifts receiving a fraction of increased salary.
Foot and Hook, p. Not to mention, customer complaints, suspected thefts, absences and punctuality problems are all leading to a high level of dismissal. This indicates that the hotel is employing unfitting staff.
To prevent this, the Headrow Hotel must review its application policy thoroughly by first altering how it employs new staff. Below is a diagram showing the recruitment process that should be undertaken by management at the hotel: The first step involves recognising the availability of the vacancy.
The second step ntails discussing the Job opening with higher management. Thirdly, there should be an analysis which sees the purpose and tasks of the Job in question.
Fourthly, a Job description should be carried out by management discussing the aims, results and responsibilities expected from the position. Next, a person specification, which includes conferring what experience and skills are compulsory for this particular role.
Lastly, attracting the suitable candidates for the vacancy through an application form and then selecting which candidate will suit the role best by collecting, assessing and comparing the Job applicants.
If this systematic step process is followed accurately then the hotel will undeniably help to reduce its high dismissal rate, whilst increasing customer service. There have been various issues in relation to learning and development at the Headrow Hotel. This has had a key influence on staff turnover and can be completely avoided by implementing a simple training and development scheme, such as one that allows staff who have worked at the hotel for over two years to undergo a training programme lets them train to attain a higher, more-qualified position within the organisation; increasing general staff stability and performance.
Another concern is the low employee commitment and engagement which has arose due to low Job satistaction. The best way to combat this is through motivation ot employees to be active and enthusiastic about their Job.
An alternative method mentioned earlier was to increase salary, which has a definite impact on work- performance; yet there are other ways to boost motivation. One of which is to train staff in multiple areas, helping them to manage more responsibility and feel like they have a greater impact on the company.
Another method would be to recognise their work output by supporting and offering them occupational promotions based upon how well they are performing in their current role. By viewing at the diagram below you can begin to comprehend the multiple ways in which employers can amplify employee inspiration.The business model of the hotel was setting new standards in the hotel industry from the very beginning.
It was a niche product, a revolution in guest service and style of service. The management of the hotel got impressed by this approach in Asia where they stayed at fine hotels for a lower amount of money.
executive decided that half of the new hotels in France would be retained and rebranded as part of the Brunt Hotels Group; the other half will be sold.
This will. Human Resource Practices In Hotel Industry The hotel may furnish quarters and facilities for assemblage of people for social business or entertainment purposes and may engage in retaining portion of its premises for shops and businesses whose continuity (i.e., proximity) is deemed appropriate to a hotel/5(15).
Human Resource Management: A Troubling Issue for the Global Hotel Industry Abstract Although economic issues cast a long shadow, a survey of hotel managers and executives has identified.
Human Resource Practices In Hotel Industry The hotel may furnish quarters and facilities for assemblage of people for social business or entertainment purposes and may engage in retaining portion of its premises for shops and businesses whose continuity (i.e., proximity) is deemed appropriate to a hotel/5(15).
The business model of the hotel was setting new standards in the hotel industry from the very beginning. It was a niche product, a revolution in guest service and style of service. The management of the hotel got impressed by this approach in Asia where they stayed at fine hotels for a lower amount of money.