Name: IRINA COBZARU

Unit Title and Number: Hospitality Business Toolkit (Unit-04)

Assignment Code: ABRQF0047H4TA/MP
Date of submission: 19/07/2021

1
Name: IRINA COBZARU
Unit Title and Number: Hospitality Business Toolkit (Unit-04)
Assignment Code: ABRQF0047H4TA/MP
Table of Contents
Introduction......................................................................................................................................3
TASK A...........................................................................................................................................3
LO1 Investigating how to manage finance and record transactions to minimize costs
responsibly within the hospitality sector....................................................................................3
Double entry of transactions in T-accounts.................................................................................3
General ledger of David where accounts are balanced to bring down the opening balance.......4
Preparing a trial balance..............................................................................................................8
Principles of managing and monitoring the financial performance of East London's catering
venture entity...............................................................................................................................8
TASK B...........................................................................................................................................9
LO2 Assessing how to manage the Human Resources life cycle within the context of HR
strategy.............................................................................................................................................9
HR employee life cycle for Assistant General Manager.............................................................9
Performance management plan for Assistant General manager................................................12
LO3 Illustrate the potential impact of the legal and ethical considerations on a hospitality
business..........................................................................................................................................13
Identification of the specific legislation that East London catering must comply with............13
Potential impacts of the specific legislation and regulations including company, employment
contract law and ethical principles upon company's decision-making supported with specific
examples....................................................................................................................................15
LO4 Explain the importance of coordinating and integrating various functions of departments
within the hospitality sector...........................................................................................................17
Interrelations between different functional areas in the hospitality industry............................17
Different methods of communication, coordination, and monitoring for the front office
department.................................................................................................................................18
Conclusion.....................................................................................................................................18
References......................................................................................................................................20

2
Name: IRINA COBZARU
Unit Title and Number: Hospitality Business Toolkit (Unit-04)
Assignment Code: ABRQF0047H4TA/MP
Introduction
This study has investigated the functions of effective staff or HR managers in the hotel business.
The more employee satisfaction, the more productive the company is and the lower to date the
sales of the employees in the company. It's been analyzed. The article examines the HR life
cycle, performance management, several regulations, and the links between the functional
enterprises.

TASK A
LO1 Investigating how to manage finance and record
transactions to minimize costs responsibly within the
hospitality sector
I am a catering firm hospitality manager named East London Catering who specializes in events
such as birthdays, weddings, and family gatherings. In addition to my previous obligations, I
have been assigned a new role by the Director of the firm in the financial management of the
firm. He instructed me, in January 2021, to produce accounting for the transactions calculated
below:
Double entry of transactions in T-accounts
Journal
East London Catering
For January 2021
Date Account Titles Ref. Debit (£) Credit (£)
2021 Cash A/C 30000
January 1 Capital A/C 30000

January 5 Advanced Rent 1000

Cash A/C 1000
January 6 Office Equipment A/C 25000
Cash A/C 10000
Accounts payable A/C 15000
January 7 Insurance A/C 1200
Cash A/C 1200
January 9 Office supplies A/C 15000
Accounts payable 15000
(WH Adams Ltd A/C)
January 11 Maintenance expense A/C 200
Cash A/C 200
January 15 Utility expenses A/C 3150
Cash A/C 3150
January 16 Wages and salaries A/C 1740
Cash A/C 1740
3
Name: IRINA COBZARU
Unit Title and Number: Hospitality Business Toolkit (Unit-04)
Assignment Code: ABRQF0047H4TA/MP
 January 18 Cash A/C 20000
Sales Revenue A/C 20000
January 23 Cash 13000
Sales revenue 13000

General ledger of David where accounts are balanced to bring down the
opening balance
Dr Cash A/C
Cr
Date Explanation Ref. Amount Date Explanation Ref. Amount
2021 2021 Advance rent 1000
Jan 1 Capital 30000 Jan 3
Sep 18 Sales revenue 20000 Jan 6 Office equipment 10000
Sep 23 Sales revenue 13000 Jan 7 Insurance 1200
Jan Maintenance exp 200
Balance b/d 45710 11
Jan Utilities exp 3150
15

Jan Wages and

16 salaries 1740

Jan Balance C/D 45710

31

Dr Capital
Cr
Date Explanation Ref. Amount Date Explanation Ref. Amount
2020 2021 Cash account 30000
Sep 31 Balance c/d 30000 Jan 1
Balance b/d 30000

Dr. Adv. Rent Cr

Date Explanation Ref. Amount Date Explanation Ref. Amount
2020 Cash A/C 1000 2020
Jan 1 Jan 31 Balance c/d 1000
Jan 31 Balance b/d 1000

4
Name: IRINA COBZARU
Unit Title and Number: Hospitality Business Toolkit (Unit-04)
Assignment Code: ABRQF0047H4TA/MP
Dr. Office equipment Cr
Date Explanation Ref. Amount Date Explanation Ref. Amount
2020 Cash 10000 2020
Jan 6 Accounts 15000 Jan 31 Balance C/D 25000
payable
Jan 31 Balance b/d 25000

Dr. Accounts Payable Cr

Date Explanation Ref. Amount Date Explanation Ref. Amount
2021 2021
Jan 31 Balance c/d 30000 Jan 6 Office
equipment 15000
Jan 9 Office supplies 15000
Jan 31 Balance B/D 30000

Dr Insurance
Cr
Date Explanation Ref. Amount Date Explanation Ref. Amount
2021 2021
Jan 7 Cash 1200 Jan 31 Balance c/d 1200
Sep 30 Balance B/D 1200

Dr. Office supplies Cr

Date Explanation Ref. Amount Date Explanation Ref. Amount
2021 Accounts 2021 Balance C/D 15000
Jan 9 payable 15000 Jan
Jan 31 Balance b/d 15000 31

Dr. Sales Revenue Cr

Date Explanation Ref. Amount Date Explanation Ref. Amount
2020 2021
Sep 30 Balance c/d 23000 Jan 18 Cash A/C 20000
Jan 23 Cash A/C 13000
5
Name: IRINA COBZARU
Unit Title and Number: Hospitality Business Toolkit (Unit-04)
Assignment Code: ABRQF0047H4TA/MP
 Balance B/D 23000

Dr. Maintenance expense Cr

Date Explanation Ref. Amount Date Explanation Ref. Amount
2021 2021 Balance c/d 200
Jan 11 Cash 200 Jan 31
Jan 31 Balance B/D 200

Dr. utility expense Cr

Date Explanation Ref. Amount Date Explanation Ref. Amount
2021 2021
Jan 15 Cash 3150 Jan 31 Balance C/D 3150
Jan 31 Balance b/d 3150

Dr Wages
Cr
Date Explanation Ref. Amount Date Explanation Ref. Amount
2021 2021 Balance c/d 1740
Jan 16 Cash 1740 Jan 31
Jan 31 Balance B/D 1740

Preparing a trial balance

Trial balance
For 31st January 2021
SL. Account titles ref Debit Credit
1. Cash 45710
2. Capital 30000
3. Advance rent 1000
4. Office equipment 25000
5. Accounts payable 30000

6
Name: IRINA COBZARU
Unit Title and Number: Hospitality Business Toolkit (Unit-04)
Assignment Code: ABRQF0047H4TA/MP
 6. Insurance 1200
7. Office supplies 15000
8. Sales revenue 23000
9. Maintenance expense 200
10. Utility expense 3150
11. Wages 1740
12. Uncertain balance 10000
13. Total 93000 93000

Principles of managing and monitoring the financial performance of East

London's catering venture entity
To evaluate the overall business success, it is necessary to monitor and manage the financial
performance of the company. It is very necessary to manage and monitor the company's financial
statements to see whether the company is failing or performing better (Davies and Crawford,
2011).
 Key financial statement preparation: the profit and loss statement and the balance sheet
are the key financial accounts of every organization. The statements are legally required
for any company organization to prepare.
 Maintain stock records: the creation of stock records enables us to know how much stock
is remaining. It also helps to estimate the need to order a fresh inventory stock
(Beauchamp, 2014).
 The compilation of the working capital report and calculation of the financial
relationship: helps in the estimation of the entity's working capital requirements to
prepare the working capital statement and calculate the financial ratios of the business. It
also assists in assessing the company's liquidity status (DeThomas and Fredenberger,
2015). The cash flow and cash flow statement is generated to assess the liquidity
condition of the firm, with cash flow and fund flow statements being made. It provides
the actual cash status of the organization. It supplies information.
 Analysis of overheads: the company or the entity must assess its overhead cost. They
must be checked to gain insight into whether or not overhead expenses such as rent, rates,
salary, and wages are controlled (Davies and Crawford, 2011).

TASK B
West London's catering business is developing pretty well, and the company is currently
extending itself throughout London, Essex, Hertfordshire, Kent, and Surrey to a medium-sized
catering organization. So, the company will soon recruit additional personnel to promote the
firm's continuing expansion.

7
Name: IRINA COBZARU
Unit Title and Number: Hospitality Business Toolkit (Unit-04)
Assignment Code: ABRQF0047H4TA/MP
LO2 Assessing how to manage the Human Resources life cycle
within the context of HR strategy
HR employee life cycle for Assistant General Manager
It is extremely crucial that East London Catering should be conscious of the many stages of the
HR life cycle in the sector to be able to operate effectively within the hospitality industry. The
greater the hiring of effective staff by the organization, while simultaneously making it easier to
establish an effective working team thus far, the greater will be the firm’s success. The following
shows the life cycle of the Assistant General manager in different phases (Lengnick-Hall and
Lengnick-Hall, 2018).
HR planning
HR planning focuses on the provision of demand and supply for the Assistant General manager
of East London Catering. Demand will depend on the future organizational strategy,
technological investments and the amount and nature of work of East London Catering.
Similarly, internal and external supply, retention capacity and the common features of the
present Assistant General manager are also impacted by the HR planning of East London
Catering. An Assistant General manager action plan will be created based on supply and
demand. This might include active recruitment, internal moves, restoration and automation or an
end of recruitment, early retirement and termination schemes.
Recruitment & selection
It is here that the Assistant General manager's life cycle of East London Catering starts. The
initial phase is recruitment and selection. The issue is to hire talented people for Assistant
General manager to increase the activity of East London Catering. Branding of Assistant General
manager, selection processes, assessments, and talent acquisition are frequent issues. For
assistant General manager executives of East London's catering venture, it is of great importance
that qualifications, backgrounds, and experiences are effectively assessed at this stage and if
applicable the applicant ends (Rutherford, Buller, and McMullen, 2013).
Onboarding and induction
Induction for Assistant General manager, also known as staff guidance, is designed to bring
managers up to date and provide them with the information necessary to accomplish their job in
East London's catering venture. The Assistant General Manager must grasp the duties and
patterns of work (Lengnick-Hall and Lengnick-Hall, 2018). Similarly, onboarding by the
Assistant General manager means speeding up individuals. This is the trip from the worker to the
optimum level of production. The individual is now completely aboard and has a productivity of
100 per cent. Depending on the complexity of the project, it might take three to nine months.

8
Name: IRINA COBZARU
Unit Title and Number: Hospitality Business Toolkit (Unit-04)
Assignment Code: ABRQF0047H4TA/MP
 Figure 01: Cycle of HR practices (Tepeci, 2019)
Assessment and appraisal
At this stage of the human resources life cycle, performance management takes place. The
Assistant General manager of East London's catering venture is assessed and given feedback to
improve their performance. The performance management cycle is primarily focused on
objectives and progress tracking. If objectives are not reached or new abilities are needed, the
Assistant General manager will be developed, and personnel will be recognized for their success
in achieving their aims (Rutherford, Buller, and McMullen, 2013).
Training & development
The development of personnel at this stage of the human resources cycle. It is very important
that the Assistant General manager of East London's catering venture can identify efficient career
development strategies to promote progress, monitoring, and bonus incentives. Assistant General
manager is expected to get incentives, perks, and other awards from their efforts in
organizations. A deputy manager can only stay longer when the employee has been awarded
(Rutherford, Buller, and McMullen, 2013).
Engagement & reward

9
Name: IRINA COBZARU
Unit Title and Number: Hospitality Business Toolkit (Unit-04)
Assignment Code: ABRQF0047H4TA/MP
HR of East London's catering venture also contributes greatly to the development of Assistant
General manager experience and other circumstances which will lead to staff involvement in
addition to constructing a culture that allows the firm to progress (Rutherford, Buller, and
McMullen, 2013). Assistant General manager participation is a good and workplace-related state
of mind, with strength, commitment, and absorption characteristics. Engagement is sometimes
more essential for workers than huge rewards – yet fair and competitive remuneration is a long-
term obligation to keep personnel.
Exit
Removal is the end of the cycle of human resources for East London's catering venture. This is
when the Assistant General manager leaves the business. The Assistant General manager will in
the best instance become a promoter of the company. He can bring new customers and prospects
for a vacancy. As soon as former workers hold office as consultants, they often manage roles in
multinational businesses. They will probably become the future customers of their former firm in
this case (Lengnick-Hall and Lengnick-Hall, 2018).
Performance management plan for Assistant General manager
Without access to the talent pool, Assistant General manager turnover is a huge concern in East
London's catering venture organization. Since the firm decided to expand its business such that
the firm cannot afford to run the business efficiently. This is followed by East London's catering
venture company's performance management strategy to assist analyze the performance of its
Assistant General manager and overcome Assistant General manager' retention (Rutherford,
Buller, and McMullen, 2013).
Key points Description
Planning The organization must prepare certain performance management plans to
increase the Assistant Manager in the Organizations at this level. It consists of
several measures to evaluate their schedule.
Monitoring The efficient monitoring of the performance of the assistant manager must be
assessed at the second stage (Davies and Crawford, 2011).
Development The successful development of the Assistant General manager must be
assessed following monitoring.
Rating The employees would be ranked appropriately after evaluation.
Reward Higher levels working of Assistant General manager deserve efficient
incentives for their outstanding achievement in the organization (Rutherford,
Buller, and McMullen, 2013).

The hotel sector performs the most significant function in managing the firm with greater
growth. The organization has struggled to decrease the possibilities of effective business with
significant personnel turnover. The company must provide the Assistant General manager with
certain monitoring advantages, such as bonuses, incentives, and promotions, as well as offers,
discounts, and other perks. These tactics will assist to motivate not only the Assistant General
manager to boost production, but also to draw the company's talent pool to date.

10
Name: IRINA COBZARU
Unit Title and Number: Hospitality Business Toolkit (Unit-04)
Assignment Code: ABRQF0047H4TA/MP
LO3 Illustrate the potential impact of the legal and ethical
considerations on a hospitality business
Identification of the specific legislation that East London catering must
comply with
East London's catering venture enterprise is quite well running the catering company and now
the East London's catering venture company has decided to broaden its business to different
areas of the country. It is essential that the company not only considers the business expansion
but also can follow suit of the different legislation to run the business legally (Whitney, 2010). In
addition, East London's catering venture firm must focus on increasing legislation for the
hospitality industry because each sector has, as needed by the government, its own set of rules
and regulations, so that the pace of development may quickly be achieved as scheduled in the
expansion of its business services. The following are the conditions to be fulfilled by the firm as
the finest law for the entertainment industry.
 Law on employment
 Legislation on contracts
 Legislation on health and safety for workers
Licensing
East London's catering must meet the standards of business license of the local government.
Otherwise, East London's catering may probably face fees that might simply be avoided. The
costs of the license may vary with the location of your business, but one must remain consistent
across the country.
Issues with franchise agreements
To expand the business East London's catering may engage in franchising. From the initial
implementation through the access to the franchise scheme the life cycle of the franchise contract
might be tricky. In addition, there are numerous other connected problems, such as brand
maintenance, guest complaints, technological integration, and worries about increased
competition not only from other brands but also from the franchisor (Whitney, 2010). The owner
is confronted with endless difficulties by the establishment of new soft brands and possible
default and termination charges either resulting from failure to meet the brand standards or from
the lower revenue from the placement of similar brands. The bottom profit continues to decline
under most conditions, whereas the top line can be maintained or even grown.
Minimum wage laws
East London's catering must follow the minimum wage law. A minimum wage law is provided
under the Fair Labor Standars Act of 1938. Many countries also have legislation on minimum
wages. Special considerations may apply to different sorts of personnel. Employers with workers
receiving advice, for example, can count on advice to pay certain minimum wages to the
employee (Barnard, 2012).
Family and medical leave

11
Name: IRINA COBZARU
Unit Title and Number: Hospitality Business Toolkit (Unit-04)
Assignment Code: ABRQF0047H4TA/MP
The UK does not have a paid medical leave requirement. However, under the Family and
Medical Leave Act of 1963, big companies must give unpaid family leave for up to 12 weeks
which also must be followed by East London's catering. An employee can utilize a family leave
following the birth or adoption of a kid.
Safe working conditions
Employees must be allowed to work safely in East London's catering (Barnard, 2012). Workers
are protected from foreseeable dangers, including chemicals, high temperatures, noise, health
issues and circumstances which may lead to injury under the Occupational Safety and Health Act
of 1970 (OSHA). Employers cannot repress an employee for using their OSHA rights.
Potential impacts of the specific legislation and regulations including
company, employment contract law and ethical principles upon company's
decision-making supported with specific examples
Impact on decision making for budget: As minimum wage needs to be ensured along with
medical leave and safety of workers, these will impact the board members decision about the size
of the budget. They may try to reduce other operation expense to adjust along with these
legislations.
Decision making for managing business: It is one of the most important variables that enable
East London's catering venture organization to make successful judgments to achieve
development, opportunities, or spot choices (Whitney, 2010). During the operation of the
business, there are many times when it is extremely vital for the firm not only to manage the
business but also to make strong and effective judgments by the requirements of the current
scenario. The business's management must follow effective and legally acceptable laws so that
the firm can operate effectively in a simple or complex scenario to date. There are several rules
and regulations in the hotel sector, which companies must obey but also have substantial impacts
on the decision-making process, including corporate, contract, and employment regulations.
Decision making for hiring: To hire the workforce and make the greatest use of it, the contract
law aid the firm by the firm's needs. The simpler and more effective the contract legislation
would be, the more useful it is for the corporation to operate the business for the long term with
effective staff. Employees can easily stay with firms for extended periods using employment law
and corporate law, which contain several welfare measures (Barth and Hayes, 2016).
Impact on decision making for costs: The lack of adequate insurance protection leads to an
enormous expense on the owner in the event of a victim. In many circumstances, customers are
not sufficiently covered and do not extend core coverage (Whitney, 2010). East London Cater
has decided to take the insurance policy. Almost any hotelier desires hotel renovations, but
frequently they have to be reviewed as the prices of hotel refurbishment climb.
Decision making regarding ethical issues: The bulk of legal and ethical concerns are seen as
significant by frontline employees of East London's catering venture. However, they claim that
hospitality organizations do not have legal and ethical concerns, especially in the fields of
employment law, attorneys and insurance law. Furthermore, several hospitality businesses focus
on distinct legal and ethical challenges (Knani, 2014). The customer's security is a priority for
hotels, restaurants, and theme parks, cleanliness, and safety are a premium for the privately
12
Name: IRINA COBZARU
Unit Title and Number: Hospitality Business Toolkit (Unit-04)
Assignment Code: ABRQF0047H4TA/MP
owned clubs. Hospitality practitioners should give all-around legal and ethical knowledge and
training to personnel to increase performance proficiency and avoid lawsuits and disputes. East
London should focus on these issues when deciding ethical concerns.
Theft of employees is an ethics problem in almost all industries. However, the hospitality sector
has two sorts of theft of employees. The staff takes goods and money first. For example, pillows,
bedding, cleaning supplies, and more might be stolen. They may not have to record a
recommendation because many home staff pays minimum rates if they report it. The second kind
of theft damages customer loyalty. Clean guest rooms may be taken by the staff. It might be
stones, clothing, toys, cash. Many tourists do not discover anything missing until they return
home, but others will immediately find it, and that might harm your hotel's reputation (Whitney,
2010). East London needs to decide for this part. They expect to remain in a clean room while
visitors are at a hotel. Nevertheless, some hotels choose unethical cleaning methods. They just
tuck them between visitors instead of washing the sheets, so long as they are clean. Bacteria
could cover Mattresses (Knani, 2014). Guests might become sick if food preparation stations are
not cleaned correctly which must be strictly monitored by East London. (Barth and Hayes,
2016).
It is a competitive sector with millions of hotels, particularly infamous tourist areas. Cheaper
accommodation is usually an excellent strategy to get more clients. This can come at a price,
though. Inferior supplies are one of the most prevalent ethical problems in the hotel sector. The
hotel with specific linens and pillows can, for example, be supported by consumers.
Nevertheless, the motel uses the cheapest bedding and cushions (Knani, 2014). For instance, a
hotel may recruit a former competition manager. Since the manager understands much, they can
supply sensitive information for the success of their new employer. Some hotels even engage
personnel to work at rivals merely to alert clients about the quality of a rival hotel. It's not only
unlawful but might also lead to heavy proceedings by competitor hotels. This is particularly true
when employing former workers who reveal critical information yet sign contracts that they do
not. By removing these ethical problems, the hotel business can gain. A hotline is an excellent
technique to decrease ethics issues. Make sure both staff and guests are aware of it and how it is
used to be effective (Barth and Hayes, 2016).

LO4 Explain the importance of coordinating and integrating

various functions of departments within the hospitality sector
Interrelations between different functional areas in the hospitality industry
The company operates with several functional sectors in the hotel business, which are regarded
as extremely successful in carrying out activities. The following are the many functional areas of
hospitality companies.
Department of Home-keeping: The department is intimately related to marketing and
purchasing because marketing is not efficient to improve satisfaction if housekeeping does not
maintain standards (Tepeci, 2019).
Kitchen: Kitchen and food/drink service are connected as both are also in charge of successful
service of food/drinks.

13
Name: IRINA COBZARU
Unit Title and Number: Hospitality Business Toolkit (Unit-04)
Assignment Code: ABRQF0047H4TA/MP
Department of Food and Beverage: It is effectively connected to the kitchen area to be
regarded as the semi-associated kitchen department.
Marketing: marketing is related to all departments, as marketing cannot be properly performed
till now when services are not by consumer expectations (Porcu et al., 2019).
Different methods of communication, coordination, and monitoring for the
front office department
The communication process refers to the transfer or transmission of information or message from
the sender to the receiver via a specified route overcoming its pace barriers. The communication
process is cyclical when it starts with the sender and concludes in the form of feedback from the
sender (Rutherford, Buller, and McMullen, 2013). The communication process itself must be an
ongoing and dynamic interaction, with various elements impacting and affecting them. East
London's catering must make interconnection among its employees in the front office department
so that any information can be available to the concerned party. The unifying, integration and
synchronization of group members' activities of East London's catering to ensure unity of action
to achieve joint goals is coordinated. Management attempts coordination using its core planning,
organization, staffing, management and monitoring responsibilities. Monitoring and evaluation
are used to evaluate project performance of East London's catering. Its objective is to enhance
present and future results and impact management.
It is rather obvious that the firm may also distribute duties across workers according to the linked
departments when the organization operates efficiently for the hospitality sector. In this sector,
client contact and reception staff also regarded the face of the firm as one of the major and most
significant departments of the hospitality business (Tepeci, 2019). But each department needs to
communicate, coordinate and monitor up to now. Advanced monitoring techniques will be
required to be accepted by enterprises to monitor their work schedules as a tracking application
and cloud monitoring for employees (Porcu et al., 2019). Open discussion forums facilitate
efficient communication of the questions and feedback of front desk staff, which is believed to
be of greater assistance in the operations to date. Fun & educational exercises that improve
coordination amongst staff at the front desk. It will link the members of the team to better
services (Tepeci, 2019).

Conclusion
The function of efficient staff or HR managers in the hotel sector has been explored in this study
to now. The more the happiness of the employees, the greater the productivity of the firm is and
the lower the employee sales in the firm to date. it was analyzed. This paper evaluates the HR
life cycle, performance management, numerous legislations, and the interconnections between
the different functional businesses.

14
Name: IRINA COBZARU
Unit Title and Number: Hospitality Business Toolkit (Unit-04)
Assignment Code: ABRQF0047H4TA/MP
References
Barnard, C., 2012. EU employment law. OUP Oxford.
Barth, S.C. and Hayes, D.K., 2016. Hospitality law: managing legal issues in the hospitality
industry. John Wiley & Sons.
Beauchamp, N.J., 2014. Basics of finance and accounting. Journal of the American College of
Radiology, 11(6), pp.541-542.
Davies, T. and Crawford, I.P., 2011. Business accounting and finance. Financial Times Prentice
Hall.
DeThomas, A.R. and Fredenberger, W.B., 2015. Accounting needs of very small businesses. The
CPA Journal (pre-1986), 55(000010), p.14.
Kanani, M., 2014. Ethics in the hospitality industry: Review and research agenda. International
Journal of Business and Management, 9(3), p.1.
Lengnick-Hall, C.A. and Lengnick-Hall, M.L., 2018. Strategic human resources management: A
review of the literature and a proposed typology. Academy of Management Review, 13(3),
pp.454-470.
Porcu, L., del Barrio-Garcia, S., Alcántara-Pilar, J.M. and Crespo-Almendros, E., 2019.
Analyzing the influence of firm-wide integrated marketing communication on market
performance in the hospitality industry. International Journal of Hospitality Management, 80,
pp.13-24.
Rutherford, M.W., Buller, P.F. and McMullen, P.R., 2013. Human resource management
problems over the life cycle of small to medium‐sized firms.  Human Resource Management:
Published in Cooperation with the School of Business Administration, The University of
Michigan and in alliance with the Society of Human Resources Management, 42(4), pp.321-335.
Tepic, M., 2019. Increasing brand loyalty in the hospitality industry. International journal of
contemporary hospitality Management.
Whitney, D.L., 2010. Ethics in the hospitality industry: With a focus on hotel
managers. International Journal of Hospitality Management, 9(1), pp.59-68.

15
Name: IRINA COBZARU
Unit Title and Number: Hospitality Business Toolkit (Unit-04)
Assignment Code: ABRQF0047H4TA/MP