Literature Review

Discuss About The Contemporary Challenges Of Human Resource.

Globalisation and technology advent have created immense scopes and prospects for hospitality industry (D’Annunzio-Green, 2008). Due to rapid development of the hospitality industry, workforce requirement has increased rapidly. In today’s atmosphere it is very important, attraction and retention activities plays an important role. Human resource manager knows all the challenges of acquiring intelligence staff along with time, energy and money needed in this process. Therefore many hospitality companies have begun to focusing more on management methods and development programs designed to maintain best job. Service within hospitality sector has become a professional design contributing in attracting customers. Hence, it is important to strengthen the workforce such service experience and crew along with leading executives. Hospitality organizations apply varied methods to identify and develop attitudes of interest. With globally expanding need and requirement in workforce, there need to be adequate number of employees that are trained and inducted into their job roles. However, there have been major challenges faced in attracting right type of employees and in retaining them (Barron, 2008). The current scope of analysis deals including literature analysis of various articles along with relevant arguments to arrive at findings related to the same. In the end several recommendations are provided for overcoming the current challenge.

Human resource challenges are far stretched and extend into every other industry with increasing complexity of job roles. Within current industry analysis exists various challenges with regards to attracting and retaining workforce. Critical analysis of relevant literature sources is undertaken whereby past annotated bibliographies along with peer-reviewed articles have been taken into consideration.

Management of career dispositions must be encouraged in the current age of hospitality sector. Saad (2013) in his article Contemporary Challenges of Human Resource Planning in Tourism and Hospitality Organizations: A Conceptual Model proposes various contemporary challenges. According to him not everyone can be qualified for a job. The hotel industry will encourage workforce for their efforts. Recognizing its ambition in this regard is the integrated first step in any conservation program. CG Davidson, McPhail and Barry (2011) in their article also evaluates the possibility of drawing a talented hotel employees in management positions in corporate companies appear to be great from the perspective of employment (Kramar & De Cieri,  2005). Perspectives in the traditional hospitality industry and those in contemporary hospitality industry are varied in nature.

Contemporary Recruitment Challenges in regards to Qualification

The current generation in the hospitality sector has too much expectation which is causing retention challenge within the sector. Bharwani and Butt (2012) article Challenges for the global hospitality industry: An HR perspective. The scope of this article evaluates career advancement expectations existing amongst most surveyed employees believed that there are opportunities for their development. When employees are career in their current organization or a competitive hotel company is present they are faced with immense career opportunities. Most of new generation employees did not show special loyalty to their current organization.

Solnet and Hood (2008) in their article evaluate Generation Y as hospitality employees: Framing a research agenda. Current situation across organizations allowed them to develop managerial skills necessary to advance their progress. There was a significant expectation of progress with managerial and junior management personnel, and most of them believed that they would get such opportunities somewhere hotel industry.

Management development support systems are lacking which has further deteriorated capability to attract new and potential talents. Benders, Schouteten and Aoulad El Kadi (2009) proposes ERP-systems and job content: A case study of HR-assistants. While developing management programs are recognized as such valuable tools to improve the management of the hotel. It is recognized managing development training can spur self-confidence, to promote professionalism and increase working time. AlBattat and Som (2013) evaluates it is not unusual for companies to focus on management primarily the informal administrative system connected to networking, support and advice. The views of administrative staff about the management of the hotel management industry have become an essential aspect.

Perceived training needs are specific in the industry exists but lack of training causes challenges to occur. J. Norman, Christodoulidou and Rothenberger (2014) analyses Technology outsourcing in human resource activities in hospitality. Management research is important and it helps build positive relationships between people with work skills and quality of work. Training for support for the purpose of monitoring and sub-management personnel has become critical. Christensen Hughes and Rog (2008) analyses the ability to communicate with people has grown his weak management skills. Educational programs negotiation, recruitment and discipline basic training needs, which are particularly desirable. The traditional administrative training programs have become priority.

Management career perceptions affected by rewards within this industry as need for talent surges. Dickson and Nusair (2010) analyses An HR perspective: The global hunt for talent in the digital age. The characteristic aspects of the management work are controversial in the hotel industry. Despite this feeling of inequality in salary, the work in this industry is more satisfying compared to other industry and work. Chan and Kuok (2011) define challenge for staff to consider long-term management work. The extent of work and power is not clearly defined, along with their ability of successful coverage at the workplace can be seriously violated. Management staff and senior supervisors have made great progress. Absence of appropriate succession plan with appraisal techniques has hindered capability of this industry towards attracting and retaining suitable type of talents.

Generation Y expectation causing Challenge in Retention

The hospitality industry is closely linked to the tourism industry. The expansion and the recent expansion of trade flows create revolutionary growth in this sector. Foreign and Domestic Tourism as well as Commercial Areas Registered growth in the hotel industry has increased the demand for highly qualified workers. The fast growing number of guests worldwide provides the sectors grow to 8%. This section may be included in the hotel industry, tourism and tourism, restaurants, clubs, bars and clubs, meetings and aviation. The main problem of this sector is the lack of qualified staff attraction and retention issue. Moreover, employees do not have adequate training on trade names, humility and business communities. Therefore, the employee shall have the right attitude, tolerance and listening ability to enter Authority. Some influences hospitality leads to absence of worker number as per labor standards. This is a problem for the hotel industry to maintain jobs and education, and failure rates are high. The desire of consumers along with the demand for customers is rising. Some services are necessary for tourism and catering, and some services may not be replaced by private service providers. Instead of running blue circle, the hospitality companies have to focus on jobs on white belts. Lack of blue belts workers creates a variety of risks for the industry. Many people think that the only way to keep employees is watching the dollar, but this is not always the case. Many in the workforce today consider the possibility of professional development. If the manager is interested in the growth and development of the employee, this can be much greater than the $ 1 increase. Primarily lack of focus on the workforce of this industry has deterred its capability to attract and retain workforce. 

Increasing demand for staffs and workforce within the hospitality industry has imposed challenges within the industry participants (Chen and Choi, 2008). Corporations which have large groups or chain companies are able to find staffs but for smaller operational businesses, these impose greater amounts of challenges. Hospitality industry requires a number of diversified staffs including chefs, workers, cleaners, managers, operation staffs and so on. Groups such as Hilton and Meridian have also been experiencing challenge in recent times, which reflects a wider presence of challenges experienced at these places. Therefore connecting with literatures developed, it can be said that challenges within hospitality industry is not secluded or confined to single hotels or restaurants.   

Lack of Management Development Support Systems

Analysis of information from literature sources reveals that, almost twice the ratio of the current junior Leaders associated currently showed choices for oversight rather than administrative jobs. One of the most serious mistakes in business, under development and inadequate management of new ones employees (Vasquez, 2014). From the employment recruitment and conservation perspective. These results indicate that the hotel’s facilities are getting a closer understanding of the ambition of their employees from one career development prospects and to work closely with them achieve these goals. International hospitality industry places emphasis on career development theory of personal growth and success. Hotel companies can gain a competitive edge by understanding these features at work had to call the best employees to go to management status in the long run. In this survey, pleasure, challenge, power, responsibilities and wages related to the job played a full role in encouraging employees to assess management locations. However, there were significant differences between mentors and younger managers on what factors would influence their decisions to conduct leadership. Recognizing this difference in motivation gives insight into what makes senior recruitment successful or catastrophic (Mehta, Kurbetti & Dhankhar, 2014). The aim is to develop recruitment a system that provides detailed career information from an incentive perspective. The training of the cross is important for your work, not only because it can help with fighting plans, but also because it shows the group with the hotel’s facilities. It allows staff of different departments to work together, understand tasks and respect each other. Absence of performance appraisals, inappropriate shifts especially for women workforce and improper recruitment system that attracts employees has led to emergence of challenge within the industry and its incapability to attract young workfare.

In particular, awareness raising needs, job and career opportunities most workers were aware of the terms and conditions of the hospitality business. However, there were fewer who clearly succeeded in understanding. The rankings that workers received through awareness raising and management however only half of them felt they have received appropriate instructions to “what was needed” to get the administration an order. The current generation believes in continuously changing

Less than the smallest managers the supervisory staff were stronger in this regard.
Trainings from the perspective of employee retention moral and pride and improve training stay with the organization which help people to better understand and control people work condition. The rotation of jobs is another big concern for the hotel industry. For now at all levels of employment, especially when it is very important includes key management personnel (Davidson, Timo & Wang, 2010). Hospitality business strategies and programs that meet the needs of employees  in motivational incentives such as call, power, responsibility, and pay at work consulting and mentoring in management work requirements, quality of work and short and long term professional growth opportunities especially in management-level learning opportunities improvement of human relations skills is essential. It focuses on strengthening these strategies final cost of supervision and management of small hotels employees and their ability to contribute to the objectives of the organization. Many hospitality chains agree that it is important The difference between the role of such programs is that of a significant difference trust and experience If there is not a strong commitment to do so, the problem of circulation will remain fully operational the future of the hospitality industry.

Lack of Training Needs within the industry

Most Generation Y workforce argues that the hospitality sector was mistakenly to promote people in management. Support for career planning is an integral part of each initiative to attract and retain employees (Richardson, 2009). Assistance for leaders and junior leaders seemed to be very informal nature, which is another major factor that deters attraction and retention amongst workforce. Such shortcomings in the development of management should be resolved if hotel companies want to increase their capacity maintain good management prospects. Well-managed hospitality companies recognize the important role that top management should play helping employees to satisfy their emotional and motivational is necessary. They are trying to develop strong mentoring relationships help in better understanding the organization culture and the existing and potential role of the employee.

Conclusion

Every worker wants great jobs, with their lack of confidence same cannot be achieved. Finding more of the value of the company’s workers commitment is more challenging and they can continue to develop their ability to develop new skills and talents. Keeping care of multiple employees is difficult.

• Lead by example with open communication: The business environment has to be compatible with what employees want. Maintaining a team-focused positive environment with an open communication policy to make sure staff feel always heard. Communications must be constructive with performance ratings that are not just negative. Revise the positive framework to promote and encourage continued high work. These evaluations should not be written as a secondary book but should allow for an open dialogue between staff and leadership.

Personnel questionnaires are another way to increase open communication. These surveys will provide invaluable feedback on staff attitudes towards the workplace. It also offers teams the opportunity to suggest changes that might be useful when looking at operations.

• It’s not just about the money: Mutual respect for employees is crucial. It starts with the details – which is less than attention is paid to basic aspects such as appropriate uniforms for employees, so they look and feel good during work. Respect for the role of an employee can help rise.
• Be flexible: Work / life balance will be a miracle for employee retention. Hospitality is a 24 hour business every day, so balance can sometimes be a challenge. But people do not intend to work 24/7, employees should be able to take care of themselves and not be afraid to ask for flexibility in doctor’s appointments or leisure time for family affairs. Liberal payment policies (PTOs) that include holidays, illnesses, and personal time may work well for employee retention. Employees can use their PTO to spend their free time for their needs, or they can use it for extra money on their payments.
• Focus on training: It is not enough to train new staff by making them work shifts two days before throwing them into the fire. Training should be done at every step in advance. One person may be ready for a few days; others may need to spend more time. If staff is not properly trained according to their needs, the experience of the guests will be painful and the unemployed will find another place to work.

References

AlBattat, A. R. S., & Som, A. P. M. (2013). Employee dissatisfaction and turnover crises in the Malaysian hospitality industry. International Journal of Business and Management, 8(5), 62.

Barron, P. (2008). Education and talent management: Implications for the hospitality industry. International Journal of Contemporary Hospitality Management, 20(7), 730-742.

Benders, J., Schouteten, R., & Aoulad El Kadi, M. (2009). ERP-systems and job content: A case study of HR-assistants. Personnel Review, 38(6), 641-654.

Bharwani, S., & Butt, N. (2012). Challenges for the global hospitality industry: An HR perspective. Worldwide Hospitality and Tourism Themes, 4(2), 150-162.

CG Davidson, M., McPhail, R., & Barry, S. (2011). Hospitality HRM: past, present and the future. International Journal of Contemporary Hospitality Management, 23(4), 498-516.

Chan, S. H., & Kuok, O. M. (2011). A study of human resources recruitment, selection, and retention issues in the hospitality and tourism industry in Macau. Journal of Human Resources in Hospitality & Tourism, 10(4), 421-441.

Chen, P. J., & Choi, Y. (2008). Generational differences in work values: a study of hospitality management. International Journal of Contemporary Hospitality Management, 20(6), 595-615.

Christensen Hughes, J., & Rog, E. (2008). Talent management: A strategy for improving employee recruitment, retention and engagement within hospitality organizations. International Journal of Contemporary Hospitality Management, 20(7), 743-757.

D’Annunzio-Green, N. (2008). Managing the talent management pipeline: Towards a greater understanding of senior managers’ perspectives in the hospitality and tourism sector. International Journal of Contemporary Hospitality Management, 20(7), 807-819.

Davidson, M. C., Timo, N., & Wang, Y. (2010). How much does labour turnover cost? A case study of Australian four-and five-star hotels. International Journal of Contemporary Hospitality Management, 22(4), 451-466.

Dickson, D., & Nusair, K. (2010). An HR perspective: The global hunt for talent in the digital age. Worldwide Hospitality and Tourism Themes, 2(1), 86-93.

Norman, T., Christodoulidou, N., & Rothenberger, M. (2014). Technology outsourcing in human resource activities in hospitality. Journal of Hospitality and Tourism Technology,5(1), 50-61.

Kramar, R., & De Cieri, H. (2005). Human Resource Management in Australia 2E: Strategy, People, Performance.

Mehta, M., Kurbetti, A., & Dhankhar, R. (2014). Review Paper–Study on Employee Retention and Commitment. International Journal, 2(2), 15-26.

Richardson, S. (2009). Undergraduates’ perceptions of tourism and hospitality as a career choice. International Journal of Hospitality Management, 28(3), 382-388.

Saad, S. (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.

Solnet, D., & Hood, A. (2008). Generation Y as hospitality employees: Framing a research agenda. Journal of Hospitality and Tourism Management, 15(1), 59-68.

Vasquez, D. (2014). Employee retention for economic stabilization: A qualitative phenomenological study in the hospitality sector.