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Human Resource Development of Tourism Industry

THM 1203
S.R.C. Kumari 8/28/2012

Human Resource Development for Tourism Industry

Impact on Human Resources Management while the hospitality Industry is broad and diverse Organization within it shares some things in common. One is the need for staff members with a variety of Knowledge, Skills and experience to produce the products and services that are needed or desired by consumers. The Industry has often been desired by as a People Business. In this context, the people typically referred to are both the employees who produce the products and services, and those who purchase and consume then. We will be focusing on one of the two groups of people just noted employees. The hospitality Industry is one port of the larger travel and tourism in that industry addition to hospitality, consists of transportation service organization and retail businesses. The for- profit and not- for profit operations in the hospitality segment share a common goal. To provide lodging and for a accommodations including food services for people when they are away from their homes. Many people thing of hotels and restaurants when they think of the hospitality industry, but it comprises numerous types of organizations. As you review figure 1.1 note that the travel and tourism industry can be divided into three segments. Transportation service, hospitality and destination businesses. This text concerns one segments hospitality. Lodging organization within the hospitality segment include hotels, conference centers, destination resorts, camp and park ground facility and industry. The food service segments can be divided into two general components for profit operations include hotels, Restaurants, Caterers and retail operations such as grocery stores and service stations that provide prepackaged sandwiches, beverages, snacks and other items. Organization in the hospitality industry tend to be labor intensive. Technology cannot provide the level of service that is integral to the expectations of many consumers. Even the phrase hospitality refers to the friendly treatment of ones guests and this human touch must be provided by the organizations staff members. Hospitality and tourism organization require employees the greater their level of revenue and the more consumers they sere, the more staff members these operations require success requires a fall complement of staff members from owners/ managers to entry level employee. who consistently attain required quality and quantity standards in this industry. The emphasis must be on human resources, and leaders must practice human resource management principals and practices.

Travel and Tourism Industry

Transportation Services

Hospitality Industry

Destination Businesses


Retail Businesses

Lodging Segment

Food Service Segment

Other Hospitality Segment

1.1 figure

Managing Human Resource in the Organization

The staff members of every hospitality and tourism organization are its most important resource. How their work is managed directly impacts the success or failure of the organization. The basic management process is the same in almost any type of organization, and it consists of six basic functions that relate to all resources in duding staff members. These functions are list in figure 1.2 which also provides an example of human resources responsibilities applicable to each function. Figure 1.2 suggests that, while the responsibilities within each management function narrow from toplevel managers to supervisors each person with management responsibility has obligations relating to each function. Top- level managers tend to have longer- term, more specific departmental- related duties, and supervisors serve as linking pins to connect upper levels of management with entry- level staff members in day- to- day operations.

Management Function Planning

Top level Manager Analyzes the number of persons needed for key management positions in the future

Mid. Level Manager Considers estimated costs of pat mental training programs for an upcoming budget period Determines tasks to be part of a specific position Provides input about a hire or fire decision

Supervisor Schedules employees for the following week Revises a work based on work simplification tactics Provides in pal to job 3


Determines reporting relationships as a hotel front office department is recognized Recruits and hires employees for a healthcare dietary service operation.



Directs the work of managers

Directs the work of supervisors Compares estimated and actual lab our cost data, and task corrective actions as necessary Evaluates the work of departure staff


Establishes labor standards for a quick Service restaurant

descriptions used for employees recruitment Directs the work of entry level employee Ensures that procedures used to control const are in use Determines whether revised work procedures that address problems have corrected it.


Determines the extent to which human resource goals, including labor coast profession ad programs and performance improvement, are manager

1.2 figure Human Resources Activities Large human and tourism organization typically have human resources department with staff specialists whose primary responsibilities focus on human resource concerns. Managers in small organization function as generalist, and they assume human resource concertos in addition to numerous will be responsible for making staff- related decisions without the benefit of the specialized assistance that their counterparts in larger organization receive figure 1.3 reviews basic human resource activities and indicates the external and internal influences on these activities.

External influence

Picturing and selecting

Training and Development

Compensation and appraisal

Compensation and appraisal

Internal influence 1.3 figure

External Influence Legislation. The impact of federal, state and other laws on the hiring process and their influence on management decisions effecting personal cannot be overstated Consumer preferences what consumers desire must be identified and supplied by hospitality and tourism organization what are business, operating volumes? What products and services must be produced, and when are they needed? The answers to these and related, questions drive employee recruiting and selecting, training and development and compensation and appraisal activities. Demographics - The characteristics of the local labor market and the guests are of obvious concern. Income levels in a community affect wage and salary, rates, and the also impact the ability and interest of consumers to purchase the organizations products and services. Young persons are the foundation of employees in many organizations are they available? Global issues - Many hospitality and tourism organization exist to serve travelers. Business volumes impact human resources acting, and these are affected by international and national events that encourage and discourage travel. Economy The financial well being of world markets and the country, state and community in which the hospitality organization operates impact business volumes and, therefore, the need for human resources. Employee unions staff members many belong to and education unemployed that represents their interests in numerous aspects of the human resources activities.

Internal influence Policies- A policies can greatly influence how an organization feels about staff members. In the absence of lows that regulate specific actions employers have significant discretion in establishing protocols that may affect the attitudes of staff m. toward the organization.

Specific Human Resources Responsibilities.

What tasks are involved in the management of human resource in a hospitality or tourism organization? The short answer is almost every thing involved in the relationship between staff members and true. Organizations A composite response suggesting the range of Human Resources responsibility is found in fig 1.4 you will note a wide variety of job tasks in the composite job description shown .

Step no


Human R .Role

Consider the organizations mission

h. r. m. are part of the top level team with res. For de. Of the mission. They provide input and may plan and deliver programs to train other managers about how to facilitate team input into discussions about the organizations mission. They may represent the propertys top leaders in staff meetings to discuss the mission and its planning and revision process. Revisions to and discussions about the mission in new be require

Scan the environment

Human r. managers keep current with ind. Trends and how if at all they relate to current and future persons needs. They share insights with other organizations leaders and suggest procedures to deep current with trends and the potential organizations changes that these trends may suggest. Human resources personnel participate in the situation analysis process and contribute their perspectives to the analysis Human Resource perspectives are useful because they provide input about current staff and future needs and about the organizational structure, and suggest professional development opportunities to update staff about Human Resources issues that are critical as priority goals are identified in effect Human Resource personal provide important advice about broad personal related aspects of proposed goals.

Analyze the situation

Determine long term goals