MANUAL HUMAN RESOURCES MANAGEMENT IN HOSPITALITY

HUMAN RESOURCES MANAGEMENT IN HOSPITALITY

LEARNING OBJECTIVES

After reading and studying this chapter, you should be able to:

1. Define the term human resources management.
2. List and discuss the elements of human resources planning.
3. Identify the information required for job analysis.
4. List and describe the three parts of a job description.
5. Define the term job specification.
6. Define the term recruiting and identify ten possible sources for recruiting hospitality employees.
7. List and describe the seven basic steps that constitute a standard procedure for selecting the best candidate for employment.
8. identify the three principal elements that should be included in a basic orientation for new employees
9. Describe five approaches for training groups of employees.
10.  List and discuss three primary objectives of performance appraisal.
11.  Define the term compensation.
12.  Distinguish between deferred compensation and the two forms of current compensation.
13.  Define the term labor union.
14.  Discuss the resolution of grievances in hospitality operations with union contracts.
15.  list three important steps taken by management to enlace employee safety in the workplace
16.  Define the term employee assistance program and list seven issues eaps often address.
17.  Identify five ways to improve employee morale in the workplace.

INTRODUCCION

Hospitality is a labor intensive industry- meaning that many people are needed to do the work required in those enterprises that make up the hospitality industry.

In fact , more than 10 million workers are employed in hospitality, making the industry one  of the largest in the United States .- The industry depends on  a workforce that includes more female and minority workers than are employed in any other industry.- Of all the resources available to hospitality  managers, none are of greater value than human resources.

The hospitality industry is also known to have a high rate of employee turnover. Employee turnover rate is calculated by dividing the number of workers hired to replace those who have left in a given period of time by the number of workers employed in that same period. It is not unusual for a hospitality operation to have your 100 percent rate of employee turnover during the course of a year. While many establishments have very loyal employees who have worked at the same place years, many others are continually seeking new employees, as current employees leave for any number of reasons.

Instead, it requires that one identify the nature of each job as well as the skills, the level of education, and any other specific qualifications needed to perform it .For example, planning for personal at the front desk of hotel is more than simply determining that there will be one room clerk on duty for every eight-hour shift, every day of the week. One must also know and understand the nature  of the room clerk`s  job in the particular hotel, the specific duties assigned to that job, the skills required to carry out those duties, and any other qualifications or attributes that a room clerk should possess.

The term given to the process of gathering this information is job analysis.

JOB ANALYSIS

                                  

Job analysis is the first step in forecasting human resources needs. The information necessary to complete job analysis may be gathered in any of several ways. In the hospitality industry, the two most common methods are.

1. Interviewing workers and supervisors to obtain the information and
2. Observing workers on site as they perform the jobs.

Complete analysis requires effective use of both methods; one approach is to conduct in-depth interviews with workers and supervisors during the curse of a normal workday.

These interviews are typically conducted on premises in a reasonably quiet area, somewhat removed from the actual work site. In some instances they are videotaped to facilitate review. Each interview is carefully structured to elicit the specific information required for the job analysis. Later interviewers observe both workers and supervisors, taking extensive notes to supplement those taken during the interviews. The interviews and observations are designed to provide information about the following:

1. Job objectives
2. Specific task required to archive objectives
3. Performance standards
4. Knowledge and skills necessary
5. Education and experience required

The data gathered issued to developed job descriptions and job specifications.

JOB DESCRIPTION

Once job analysis is completed, job descriptions can be written .As the term implies, job description s re detailed written statements than describe jobs. In some instances, job descriptions list very specific duties and directions for performing jobs. Job description for particular jobs should answer three important questions:

• What is to be done?
• When is it done?
• Where is it done?

A job description typically has three parts:

1. A heading that states the job title and the department in which the job is located. In some organizations, the heading may include such information as the number of positions with that particular job title, the specific hours, days, or shifts worked by those with the job title, and the supervisor to whom those with that job title report.

2. A summary of the duties of the job, typically written in paragraph form. The summary enables the reader to gain quickly a basic understanding of the nature and purpose of the job. By reading the summaries of all the jobs in a particular department, one could obtain a great deal of information about the department in a very short period. This might be of great benefit to new manager, for example.

3. A list of the specific duties assigned to the job. These will be as detailed as possible, to the point that well-written job descriptions can be used as step-by-step instructions for doing the work required of those holding the jobs. As we will see, having job descriptions can be of great value to those charged with apprising employee performance.

A job description is particularly important for prospective employees by having detailed descriptions of duties required; job applicants and newly hired workers know specifically what is to be done by someone holding a particular job.

Job descriptions are also very important for employeers.They enable employers hold employees accountable for the work assigned to a job. Employees who have read job descriptions but fail to perform the assigned work cannot successfully use the age-old excuse, “Nobody ever told me I had to do this.”

Job analysis and the resulting job descriptions have the added benefit of forcing managers to assign specific work to each job holder. If all the normal duties of a department are identified with specific work to each job holder. If all the normal duties of a department are identified with specific job descriptions, the department will be better organized and will operate more smoothly.

Table 17.1 is an example of the kind of job description that one might find in a food service enterprise. Note the degree of detail provided, which can also be of great assistance to those responsible for developing employee training programs.

DUTIES

1. Server reports to supervisor one hour before meal period to assist in preparing dining room for opening.
2. Servers are assigned stations in dining room by dining room manager. Schedules are posted each Friday for the following week, which begin Sunday.
3. Servers procedures: food is served from guest`s left; beverages from right. All china, glassware, and drink, present checks to guests, and clear/reset tables.
4. Service procedures: food is served from guest`s left; beverage from right. All china, glassware, and silver are removed from guest`s right.
5. Fifteen minutes before the dining room, servers are briefed on daily specials, service techniques, and other matters of importance.
6. Tips are pooled. Ten percent of tip pool goes to bartenders and the rest is divided equally among servers. Tips are distributed the following day.
7. Servers provide own uniforms as follows.
8. Standards for personal appearance: Showered or bathed prior to work hair clean and neat, o excessive jewelry.

MALES:

a)    Clean shaven preferred. Moustache permitted if neat and trimmed.

b)    No facial or ear jewelry.

c)    Hair cannot extend beyond shirt collar.

FEMALES:                                                                                                                                

a)    No excessive jewelry, makeup, or perfume.

b)    Long hair must be in hair net.

c)    No long false nails.

JOB SPECIFICATION

A job specification outlines the qualifications needed to perform a job. In outlines the specific skills needed, and it describes the kind and levels of education and experience required. In addition, job specifications typically include minims qualifications that applicant must have to be considered, as well as appropriate standards that can be used for judging the qualifications of applicants.

RECRUITING APPLICANTS

Recruiting is a process by which suitable applicants are found for available jobs. It may begin when there are actual vacancies to be filled because employees have left. Alternatively, it may begin in anticipation of vacancies that are likely to occur in the near future. Human resources personnel have found that applicants for particular jobs can come from any of the following:

1. Recommendations made by current employees
2. Unsolicited resumes received in the mail
3. Walk-ins
4. Classified advertisements in newspaper
5. Public and private employment agencies
6. Recommendations made by trusted vendors who deal with the organization
7. Unions
8. Colleges and universities
9. Industry trade journals
10. Competitors

Economic conditions often determine the extent of the recruiting effort that must be undertaken to fill out a given position. During periods of recession, hospitality organizations typically find that very little recruiting effort is required to obtain qualified applicants for most jobs. During such periods, human resources personal may find it difficult to find applicants. If that is case, it may be necessary to make a greater effort to find applicants-using many of the sources just listed.

 The decision to use or not to use any one of these sources will also depended on the nature of the jobs to be filled. Many hospitality operations with labor contracts are required to seek new employees for jobs covered by the union contract through the union hiring hall applicants for jobs other than those covered by a union contract may be obtained through classified advertisements in the help-wanted sections of newspapers. In contrast. Entry-level management trainees can often be recruited at colleges and university students. Candidates for supervisory positions and for such skilled titles as chef often come from employment agencies, or they may be obtained from vendors who supply products to given hospitality operation.

There is one exception to the above guidelines. If it can e shown that specific qualifications are necessary to perform a job, questions relating to those qualifications can be asked –even if they might otherwise be construed as discriminatory example, if one is attempting to hire an attendant for a women´s locker room at a resort hotel, a question on the application relating to sex can be asked.

Testing

Some organizations require that applicants for jobs complete written tests. Such test is designed to aid in assessing applicant´s qualifications for positions in the organization. There are several types of written tests commonly used for these purposes, including:

1. Skills tests
2. Personality tests
3. Aptitude tests
4. Psychological test

                                                                                     

Written test, like applications and interviews, must be job related. If the tests questions are not related, the tests may be subject to legal challenge and should probably not be given.

Written test should also meet standards of reliability, objectivity, and validity. A test is reliable if a person taking it on several occasions earn similar scores each time. It is objective if everyone evaluating the results of a test taken by a given subject arrives at the same score for the subject. It is valid if it measures what it is designed to measure. A test that is designed to measure culinary skills should provide results that demonstrably measure those skills. In addition, the test should be standardized: Everyone applying for a particular job should receive the same test. Finally, the results should be meaningful, such that the most qualified receive higher scores than those who are unqualified.

INTERVIEWS

Those applications who have demonstrated in initial interviews that they meet the minimum qualifications, and who have filled out applications and passed written tests with acceptable scores, are typically brought back for more extensive interviews.

These interviews provide the employer with opportunities to evaluate the applicant, making appropriate judgments about such concerns as a person´s enthusiasm personality, or ability to fit into the organization. These interviews may be conducted y human resources personnel or by the head of the department in which the job is located.

            There are two type of questions asked in these interviews: direct and open-ended.

            A direct question is one that is designed to elicit specific information. Direct questions tend to restrict responses. Examples of direct questions are “What were the duties of your last job?” and “What are your salary requirements?”  An open-ended question does not seek specific information. Instead, it gives the applicant an opportunity to express an opinion or to provide information. Open-ended questions typically provide insights into an applicant´s personality, character traits, and abilities. An open-ended question gives the interviewer an opportunity to make value judgments about an applicant´s qualifications and ability to fit into the organization. Examples of open-ended questions are: “What did you like best about your last job?” and “Which of your qualifications do you think our organization will find most valuable? And why?”

            Most interviews are a blend of direct and open-ended questions. It is normally considered good practice for the interviewer to elicit come basic, specific information from all applicants with direct questions, then to ask some open-ended questions to give applicants an opportunity to make points in their own favor that might otherwise never have come up.

REFERENCE CHECK AND BACKGROUND INVESTIGATION

By the time all qualified applicants have been interviewed, the interviewer normally has some idea which of the candidates is the most likely finalists for the job. At this stage, it is important to verify the accuracy of all information provided by the applicants, to check references, and in some instances to investigate applicant´s backgrounds. Hospitality organizations are liable for the job-related actions of employees, so it is important to make every effort to avoid hiring those whose past histories include theft, assault, battery, and similar antisocial behavior. Interviews can be deceiving. It is possible for a candidate to present himself positively to a prospective employer but to act very differently on the job. Thus, it is important to verify information on the application or resume and to make sure that past job performance and character references check out.

            The information obtained through reference checks and background investigations is not always reliable, although the extent of reliability can be improved if one is willing to incur the expense of hiring a private investigator. Sometimes background investigations reveal gaps in an applicant´s employment record that cannot be accounted for satisfactorily, and many employers are unwilling to provide information about former employees other than the dates between which they were employed. References are supplied by applicants, and it should be obvious that applicants are unlikely ever to provide the names of people who have anything unfavorable to say. However, one must never accept without verification the information supplied by job applicants. Some reasonable effort must be made to verify all significant information provided by applicants. And if one piece of information proves to be incorrect, every effort must be made to check on other data provided by that applicant.

SELECTION

Once finalists´ references have been checked and their backgrounds investigated to the extent deemed necessary, it is possible to select the finalist to select the finalist to whom the job will be offered. The selection may be made by the human resources department or by the head of the department n which the new employee will work. If the selection is to be made by the department head and prior interviews have been conducted by the human resources department, the department head may want to bring back the finalist for a third interview.

            In some cases, the human resources department will complete the entire process and simply send the selected applicant to the department head. This is a common approach for jobs with little responsibility or requiring little interaction with other employees. For most positions inhospitality organizations, department heads usually prefer to make their own final selections.

PHYSICAL EXAMINATION

The final step in the selection of employees is to require that the individual to whom the job is offered undergoes a physical examination. Job offers are usually contingent on the candidates´ passing physical examinations showing that they are free of contagious diseases and physical disabilities that would prevent them from performing their jobs. A job offer may be withdrawn if medical problems revealed by a physical examination are sufficiently serious to prevent adequate performance.

            Physical examinations have other purposes, as well. For example, suppose that a physical examination reveals that an employee has a minor physical problem that will not interfere with his work. If that worker later attempts to claim that the problem is job-related, the results of the pre-employment physical will enable the employer to refute the employee´s claim.

ORIENTATION OF NEW EMPLOYEES

All new employees should be given a suitable orientation to the organization prior to their first day of work. New employees normally have some concern and uncertainty about beginning a job, and it is important to get them started with as little uneasiness as possible. In addition, some basic information should be given to every new employee. In most well-managed hospitality organizations, basic orientation includes:

1. Organization polices, procedures, and rules. Among the concerns to be addressed are those related to wages, work hours, overtime, sick leave, time cards, insurance and keys, among others. In the hospitality industry, answers must be provided for such common questions as: “Where should I park my car?” “What meals do employees get?” “How do I get a clean uniform?” “Where do I change into uniform?” “Can employees use any of the hotel´s facilities?” “How does the health insurance plan work?” “What is the grievance procedure?”
2. Mission and objectives of the organization. It is important that every employee in the organization work toward the same goals –and that the goals are understood by every employee from his or her very first day on the job.
3. A tour of the work area to point out offices and facilities with which all employees should be familiar. The tour should include opportunities for the introduction of such personnel as the paymaster, the human resources manager, and any others with whom workers should be acquainted.

In many of the larger hospitality organizations, new-employee orientation may be conducted in a group environment such as a classroom. In most of the smaller organizations that tend to characterize the hospitality industry, it is usually necessary for orientations to be done on an individual basis.

      Some organizations rely on a mentor system to provide each new employee with a more complete orientation. A new employee will be paired with an experienced employee who will “show him the ropes”. For example, a cook who has been with a given hotel for ten years may be made the mentor for a new cook. The experienced cook could give the new cook an orientation tour of the property and kitchen, pointing out such details as the locker room, store room, specific pieces of equipment, requisitions, recipes, uniforms, and refrigerators. The experienced cook might also explain the chef´s policies for reporting to work, cleaning equipment, laundering uniforms, and other matters. In the same hotel, a new housekeeper might be paired with an experienced housekeeper, who would show the new employee such details as the location of the locker room, linen room, and employee cafeteria and who would explain various policies and procedures enforced by the executive housekeeper.

TRAINING AND DEVELOPING EMPLOYEES

Training is generally required of all new employees –even those who come to an organization with considerable experience. Every hospitality operation has its own way of doing things- its own methods for performing tasks and accomplishing work. It is important, therefore, that people who already know how to perform a job be shown the specific methods and procedures used by the organization for which they have just started to work. For those who are inexperienced, more formal training is likely to be needed.

      Training can be done on an individual basis, r it may be done in groups, individual training is undoubtedly the most effective, but it is very expensive: The trainer must devote time to training only one person at a time.

      Training can be done on the job or off the job. On-the-job training is commonly used with experienced workers, who need only be shown the methods used by the hospitality operation. For example, the new cook cited previously may be put to work immediately under the guidance of an experienced cook, who will show the new cook how to fill out requisitions for supplies, how orders are placed for menu items, and how to establishments garnishes plates of food going into the dining room.

      For inexperienced employees, on-the-job training can be used effectively when their work can be easily monitored and corrected before it has negative impact on guests, or when a new employee can work side by side with an experienced worker. For example, the new housekeeper mentioned before can be trained effectively if assisted by an experienced housekeeper. The experienced housekeeper can shown the new housekeeper the normal routine for preparing a room for occupancy. She can shown the new housekeeper the most efficient way to make beds, clean the bathroom, and attend to all the other tasks that go into making up a room. The experienced housekeeper can monitor the work performed by the new housekeeper, correct mistakes, and suggest those improvments that will ensure that the work is done in the most efficient manner.

      In some of the major hospitality organizations, group training sessions are often possible because of the number of new employees who require training. They are many approaches that can be used for group training. These include:

1. Lecture and demonstration                           4. Case studies
2. Role playing                                                  5. Panels
3. Seminars

Lecture and Demostration

The lecture and demonstration approach to training requires that a trainer explain a subject to trainees, demonstrate the skills involved, and respond to questions about the subject during or after the lecture. For example, a trainer may explain the proper procedures for taking orders and serving food, the demonstrate those procedures to trainees. Similarly, a trainer may explain the proper way to sell accommodations and check in guests, then demonstrate the necessary techniques and procedures to room clerk trainees. The lecture and demonstration method is limited I effectiveness, however, unless students are given opportunities immediately to practice what they have learned.

Role Playing

Role playing can be a very effective method of training, particularly when coupled with the lecture and demonstration approach. Role playing enables each student to play a part in a scene created by the trainer. For example, servers can be divided into small groups, with each member of the group taking a turn at practicing serving techniques previously demonstrated. Similarly, rooms clerks in a group may take turns playing the part of guests while their colleagues in the group practice selling and assigning accommodations.

Seminars

Seminars are group discussions of particular subject, led by trainers. They are the most useful for management training, in which the input of the trainees is an important part of the learning process. Typically, significant questions are raised by the seminar leader, and each member of the group is asked for his opinion. For example, a large commercial hotel in a major city may hold a seminar on guest relations for middle managers and supervisors. Participants may be asked to discuss the best way to handle guest complaints about noise coming from adjoining guest rooms or about the service in the dining room. Manager would be expected to participate actively in the seminar by expressing their points of view. Their opinions then would be discussed by the others, enabling all present to benefit from the thoughts of their colleges. This type of training session can be extremely valuable when conducted as part of an ongoing training program.

           

Case Studies

Case studies are similar to seminars, except the participants are asked to read a prepared case involving a real or imagined situation. The case should provide sufficient information so that the participants can provide opinions on what has occurred and solutions to the problems in the case.

Panels

Panels consist of groups of experts called in by trainers to express their opinions on specific questions for the benefit of an audience of trainees. The panel members are generally asked to comment on timely subjects. They may agree with one another or have differing opinions, thus giving trainees the benefit or hearing several views. Like seminars, panel offer an excellent means of eliciting the opinions of participants. However, the opinions are those of the panel members, not those of the trainees. In some instances-especially with management training groups-trainees are encouraged to question members of the panel and to challenge their views.

Each of the above approaches to training may be used for any or several levels of training, although their purposes vary slightly from one to another. Lecture and demonstration and role playing are best used to teach specific skills. Seminars, case studies, and panels are best used as a part of the ongoing development of employees to improve job performance and to qualify participants for more responsibility within the hospitality organization.

COMPENSATION PROGRAMS

The term compensation refers to all forms of pay and other rewards going to employees as a result of their employment. In the hospitality industry, employees receive two forms of current compensation, direct and indirect, as well as deferred compensation.

CURRENT COMPENSATION

Direct Compensation: Direct compensation includes salaries, wages, tips, bonuses, and commissions. Traditionally, the term salary is used to refer to a fixed dollar amount of compensation paid on a weekly, monthly, or annual basis without regard to the actual number of hours worked. Waged, contrast, always take the actual number of hours worked into account: Wages for an employee are calculated by multiplying the employee’s hourly rate by the number of hours worked.

Tips-sometimes referred to as gratuities-although not paid from an employer’s funds, are also compensation in the eyes of the law and are treated as such by federal and sate agencies for purposes of calculating income tax. Many workers in the hospitality industry earn more from tips than from wages.

Bonus is a term that refers to dollar amount over and above an employee’s regular wages or salary, given as a reward for some type of job performance. Commissions, on the other hand, are dollar amount calculated as percentages of sales. Many travel agents and some banquets managers earn commissions on their sales.

Indirect Compensation: Indirect compensation nay include paid vacations, health benefits, life insurance, free living accommodations, use of recreational facilities operated by the employer, discounts on accommodation at other properties within a chain, and many other possibilities.

The paid vacation is among the most common forms of indirect compensation available to employees in the hospitality industry today. Paid vacations are typically linked to length of service with a given employer. In many instances, employees are awarded a basic vacation period with pay amounting to two weeks per year. Those whose length of service reaches some predetermined number of years-fifteen, for example-are given an additional week with pay. Another approach is to given each employee two days of paid vacation per year of service, to a maximum of twenty days for ten years of service.

Health benefits, including medical, dental, and optical insurance, are among the most sought-after forms of indirect compensation. They are also among the most costly. Health benefits are commonly in the form of some or all of the costs of the insurance being paid by the employer, who also assumes the entire cost of administering the plans. Administering requires hiring personnel in the human resources office to process forms, maintain records, and generally attend to the myriad details associated with these plans.

Life insurance, another popular form of indirect compensation, provides protection for the families of covered employees in case anything should happen to the employee. This saves employees the considerable costs that can be associated whit life insurance coverage.

In those establishments that offer hospitality product lines in which food is the central element, it is common to provide meals to employees during their working hours. Thus, hotel or restaurants employees’ assignment to work from 7am to 3pm maybe permitted to have breakfast and lunch on premises. In those large properties where this is permitted, special facilities May de set up to be used by employees. In some cases, one or more members of the kitchen staff may be assigned exclusively to the preparation of the employees meals. Including meal on the hospitality compensation package s generally very popular whir employees, who gain from this very tangible benefit?

In some hotels properties, part of an employees compensation packages may include living accommodation. This is particularly true in resort hotels buy is not uncommon in some large transient hotels. In the former living accommodations may be available to all employees; in the later accommodation would probably be limited to managerial staff members who are expected to be a call twenty four hours a day.

Many resort properties include in their employees compensation packages the right to use various recreational facilities during the hours they are off duty. Thus employees at ski resorts may be able to use special beaches ad such equipment as water skis and sailboats during their of hours.

Many hotel and motel chain organizations offer their employees special discounted rates on accommodation. Those who choose to travel during their vacations periods finds this an extremely useful a valuable form of indirect compensation.

DEFERRED COMPENSATION 

Deferred compensation is compensation by an employee after the conclusion of his or her period of employment. Two of the most important forms of deferred compensation are pension benefits and those collective groups of benefits generally known by the term Social Security. Human resources professionals are normally expected to play leading roles in formulating and administering appropriate compensation program for hospitality employees. It is important, therefore, for managers in this area to have a comprehensive knowledge of the various forms of compensation found in the industry.

LABOR UNIONS

In some places, especially large cities, groups of workers in various hospitality operations have joined labor inions. The principal reasons for joining unions are dissatisfaction with wages, benefits, or working conditions and a belief by employees that their needs and desires are more likely to be satisfied through a united effort than by the individual efforts of workers. By definition, labor union is an organization of employees united to bargain collectively with their employers on such issues as wages, benefits, and working conditions. Because unions offer this promise of collective effort on behalf of all members, many employees of hospitality operations have joined. Once employees join union, representatives of the union then serve as their bargaining agents in all matters relating management and the labor union, and the contract is signed by both parties. This legal and binding document governs the relationship between the two for the period of the contract. A union contract may cover all workers except those considered members of the management staff, or the coverage may be limited to specific departments or even simply to those employees who have chosen to join the union. These various possibilities exist because of differences in the laws from one state to another, as well as differences in common practice and belief from one area to another. Union contracts normally provide some orderly system for the resolution of the disputes, both major and minor, that commonly arise between management and labor. Some of these disputes result in grievances. A grievance is a complaint filed when an employee or a union believes that the union contract is being violated by management. The orderly system for their resolution is known as a grievance procedure. Although the detail of grievance procedures varies, they generally include rules about specific steps that the parties must follow. These usually provide for efforts to resolve the grievance to begin at the lowest possible level. This may involve discussion among the individual employee, her union representative, the employee´s immediate supervisor, and a representative of management-often a member of the human resources staff. If efforts to resolve the grievance at this first step are unsuccessful, another attempt is made at a higher level. This commonly brings into the process higher-level representatives of both union and management. The grievance will be moved from one level to another until it is finally resolved. At the highest level, an impartial third party, known as an arbitrator, may be brought in to listen to both sides and to render a judgment blinding on both parties. In those properties and location where there are union contracts in effect, it is commonly the human resources staff that represents management in day-to-day interactions between the property and its union employees. Thus, it is very important that each member of a human resources staff be thoroughly familiar with all provisions of the contract and with unwritten work rules.

It is also desirable, where possible, that the human resources staff organize informational seminars for management, to be certain that they all understand the union contract and work rules. When there is a union contract it is important for both workers and managers to understand their rights and obligations under the contract.

EMPLOYEE SAFETY

Another important concern in hospitality operations is employee safety. Accidents are costly to both employees and employers-costly in terms of lost wages, medical bills, and higher insurance premiums, among the many possibilities. Therefore, when feasible, responsible employers prefer to develop educational campaigns and training programs aimed at improving safety in the workplace and reducing the number of accidents. Efforts to do this normally come under the direction of human resources managers.

One agency of the federal government, the Occupational Safety and Health Administration (OSHA), sets safety and health standards for workers in the U.S.A. The basic standards for workers in the form recognized hazards-those that are likely to cause physical harm to the employee. Most states have also adopted legislation aimed at protecting workers from physical hazards.

The potential for physical harm in the hospitality industry is a great as that in many other industries. Such areas as kitchens, bars, stairwells, boiler rooms, elevator shafts, laundry rooms, and many others present great potential for physical harm. Management must take three important steps to enhance employee safety in the workplace.

1.    Know the applicable federal, state, and local safety regulations, and take all necessary and appropriate action to comply.

2.    Develop written policies, procedures, methods, guidelines, and work rules aimed at maintaining a safe work environment for all employees.

3.    Conduct appropriate safety training for all categories of employees, giving special emphasis to those who work with potentially dangerous materials and equipment.

EMPLOYEE ASSISTANCE PROGRAMS

An employee assistance program (EAP) is coordinated effort developed by management to help employees deal with personal problems. The kind of personal problems EAPs address include the following:

1.    Substance abuse, including the abuse if alcohol and illegal drugs.

2.    Psychological problems, including depression, stress, and burnout

3.    Family issues, including marital problems, spousal abuse, child care, and parent-child disputes.

4.    Financial issues, including debt consoling, retirement planning, and obtaining tuition assistance for job-related courses.

5.    Legal problems, including difficulties with landlords and leases.

6.    Health issues, including counselling related to AIDS, cancer, and chronic medical problems.

7.    Educational issues, including learning English and learning more about carers in the hospitality industry.

Because unresolved personal problems are likely to influence job performance negatively, it is clearly in the interest of employers to provide assistance to employees who require it. Many employed in the hospitality industry have had limited education and my have considerable difficulty understanding and dealing with problems such as those listed without help.

In hospitality organizations with EAPs, it is likely to be the personnel of the human resources staff who are charged with responsibility for the efforts to help employees resolve their problems.

EMPLOYEE MORALE

In preliminary discussion at the beginning of this chapter, we introduced the term employee turnover rates and explained the method by which employee turnover rates are calculated. We also pointed out that many hospitality operations have very high rates of employee turnover and that 100 percent per year was not managers, and certainly to human resources personnel. In those establishments with high employee turnover rates, trained and knowledgeable employees are continually leaving. They must be replaced quickly for business to continue in a reasonable manner. Replacing lost employees is costly in many ways. Recruiting and training costs are high, and the process requires time. Much of the burden falls on human resources personnel. In addition, most managers would prefer t retain presents employees rather than to recruit new ones. Although present employees may not be perfect, at least they have some knowledge of their jobs-more than new employees have before training. Therefore, it is preferable to retain employees and to devote some time and attention to their morale. A number of ways exist to maintain or improve employee morale. Developing equitable and appealing compensation programs and instituting valued employee assistance programs are two of the more common. Some of the possibilities include:

1.    permitted valued employees to work flexible schedules-so-called flex time- if possible;

2.    developing a program of varied social and recreational events for employees and their families;

3.    giving frequent positive feedback to those employees who are particularly good at their jobs;

4.    identifying an “employee of the month “and providing special privileges or awards to employees earning this designation; and

5.    Providing employees with opportunities t make suggestion about improving the service product line or their own performance on the job.

Much of the work of the human resources staff is devoted to preventive maintenance programs designed to retain, retrain, upgrade, and improve the skills and knowledge of present employees- a more satisfying and less costly approach than constantly recruiting new employees to replace those who have become dissatisfied and quit their jobs.

SUMMARY

In this chapter, the term human resources management is defined. The elements of human resources planning are listed and discussed, and the information required for job analysis is identified. Three parts of a job description are described.

The terms job specification and recruiting are defined, and ten possible sources for recruiting hospitality employees are discussed. A seven-step standard procedure for selecting the best candidate for employment is described. Three principal elements included in a basic orientation for new employees are discussed. Five approaches for training groups of employees are identified and discussed in detail. Three primary objectives of performance appraisal are also discussed. The term compensation is defined, and distinctions are drawn between deferred compensation and the two forms of current compensation. The term labor union is defined, and grievance procedures are discussed. Three important steps taken bye management to enhance employee safety in workplace are described. The term employee assistance program (EAP) is defined, and seven issues often addressed by EAPs are listed. Finally, five ways to improve employee morale are identified.

QUESTIONS

1. Define the tern human resources management.
2. List the elements of human resources planning.
3. Identify the information required for job analysis, and describe two common methods used for gathering the information.
4. List and discuss the three parts of a job description.
5. Define the term job specification.
6. Define the term recruiting as used in human resources management.
7. Identify ten possible sources from which human resources personnel can recruit applicant for employment.
8. List and discuss the seven basic steps tat constitute a standard procedure for selecting the best candidate for employment.
9. Define the term Bonafide occupational qualification, and provide one example of a BFOQ that may be used in the hospitality industry.
10. List four types of written tests commonly used to aid in assessing applicant´s qualifications.
11. Distinguish between direct and open-ended questions.
12. Identify three principal elements that should be included in a basic orientation for new employees.
13. Distinguish between the following:

a)    Individual training vs. group training

b)    On the job training vs. of the job training

14. Describe each of the five approaches to training employees in groups, as listed below:

a)    Lecture/demonstration

b)    Role playing

c)    Seminar

d)    Case Study

e)    Panel

15. List three primary objectives of performance a appraisal
16. Define the term compensation
17. Distinguish between deferred compensation and current compensation, and identify the two forms of current compensation.
18. Define the term labor union
19. Describe a grievance procedure and identify its purpose.
20. Identify three important steps taken by managements to enhance employee safety in the workplace.
21. Define the term employee assistance program and list seven issues EAP´s often address.
22. Identify five ways to improve employee morale.