Chapter 1

1. Explain the characteristics of the workforce in the tourism and hospitality industries
- The workforce in the tourism and hospitality industries is characterized by low pay, long hours, and high levels of stress. Many
jobs in these industries require direct contact with customers, so employees must often be friendly and professional in order to
maintain good service. Additionally, employees must often be able to speak multiple languages in order to communicate with a
wide range of customers, and they must have knowledge of a wide range of services, including restaurant and hotel services,
transportation, and entertainment.
The tourism and hospitality industries have employees from a variety of backgrounds, including those with experience in
customer service, event planning, marketing, and other related fields. For many jobs within these industries, employees must have
excellent communication, interpersonal, and problem-solving skills. Additionally, they must be capable of handling a wide range
of tasks and be highly organized. Customer service is a key component of many jobs in the tourism and hospitality industries, so
employees must demonstrate patience, flexibility, and a positive attitude. Lastly, many of these jobs require employees to be
available for nights, weekends, and holidays.
2. Explain the importance of human resources in the THI
Human resources are an integral part of the tourism and hospitality industries, as they are responsible for recruiting, training and
managing personnel. They are also responsible for the development of strategies to ensure the effective utilization of labor
resources. Additionally, human resources are responsible for creating an organizational culture and climate that are conducive to
productivity. They must also ensure that the organization is compliant with all applicable labor laws and regulations. Finally,
human resources are responsible for helping to create an organizational environment that reflects the values, goals and objectives
of the organization.

Chapter 2
1. Explain the terms : recruitment, job selection, job induction
- Recruitment is the process of actively seeking and attracting capable applicants for employment. It is the process of sourcing
and attracting potential candidates for a job opening. The recruitment process typically includes job postings, resume and
application screening, interviews, background checks, and other tasks related to evaluating and selecting potential employees.
Job selection is the process of selecting a suitable candidate for a particular job or position. It involves assessing the skills and
qualifications of a candidate and choosing the most suitable person to fill the role. It may include conducting interviews, aptitude
tests, reference checks, background checks, and other activities. The aim of job selection is to hire the best candidate for the job,
who fulfills the needs and requirements of the organization.
Job induction is the process of introducing an employee to their new job role, responsibilities and workplace policies. It typically
includes an overview of the organization, an introduction to coworkers, instruction on safety procedures and a tour of the
workplace.
2. Describe the means of collecting information and choosing right candidates
The means of collecting information and choosing right candidates typically includes conducting background checks, verifying
references, assessing qualifications and job experience, assessing aptitude and skills, interviewing candidates, and checking for
any red flags. Depending on the role, organizations may also use personality tests and/or assessment centers.

Chapter 3
1. Describe and explain steps in the training progress 
- 1. Identify Training Needs: This involves assessing the skills and knowledge gaps of the team or individual and determining
what training is required to fill in the gaps.
2. Set Training Objectives: This involves setting SMART (Specific, Measurable, Achievable, Relevant, Time-Bound) objectives
for the training programme. These objectives should be achievable within the training time available.
3. Develop the Training Programme: This involves designing a training programme to meet the set objectives, selecting methods
and materials for instruction, and selecting assessment methods.
4. Implement the Programme: This involves delivering the training, either in-house or by an external trainer, and ensuring that the
training is being conducted properly.
5. Evaluate the Programme: This involves evaluating the training programme to measure its effectiveness against the objectives
set, and implementing any changes necessary to ensure the objectives are met.

Chapter 4
1. Explain why performance appraisal might be distorted 
1. Leniency error
Each evaluator has his own value system which acts as a standard against which appraisals are made. Relative to the true
performance an individual exhibits, some evaluators mark high and others low.
2. Halo error
Halo error or halo effect is a tendency to rate high or low on all factors due to the impression of a high or low rating on some
specific factor. As an example, if an employee tends to be dependable, we might become biased towards him to the extent that we
will rate him high on many desirable attributes.
3. Similarity error
When evaluators rate other people in the same way that the evaluators perceive themselves, they are making a similarity error.
Due to this perception that evaluators have of themselves, they project those perceptions onto others.
4. Low appraiser motivation
If the evaluator knows that a poor appraisal could hurt the employee’s future, say, opportunities for promotion, the evaluator may
be reluctant to give a realistic appraisal.
5. Central tendency
Raters who are prone to the central tendency error are those who continually rate all employees as average. For example, if a
manager rates all subordinates as 2 on a scale of 1 to 4 then no differentiation among the subordinates exists. Failures to rate
subordinates as 4, for those who deserve that rating, will only create problems if this information is used for pay increase.
6. Inappropriate substitutes for performance
In many jobs it is difficult to get consensus on what is a good job and it is still more difficult to get agreement on what criteria
will determine performance. For a salesman the criterion may be the money value of sales in his territory but even this criterion is
affected by factors beyond the salesman’s control, such as action of competitors.

Chapter 5
1. Describe possible disciplinary actions
Disciplinary actions can take many forms depending on the situation, but some common forms of discipline include verbal
warnings, written warnings, suspension, demotion, and termination. Verbal warnings are when an employer or supervisor speaks
to the employee about their conduct. Written warnings are written notifications from the supervisor or employer that outline the
violation and consequences for continued unacceptable behavior. Suspension is when an employee is temporarily removed from
their job duties for a period of time. Demotion is when an employee's job title and/or position is lowered due to misconduct or
poor performance. Dismissal is when an employee is permanently removed from their job duties.

2. Explain the rules for taking disciplinary actions to deal with employees’s violation
1. Objectivity: The disciplinary action taken
 should be based on the facts and evidence of the situation, not on any other factors. 
2. Fairness: The disciplinary action should be the same for all employees who have committed the same violation. 
3. Transparency: Supervisors should be open and honest about their decision-making process and explain the disciplinary action
to the employee. 
4. Respect: The disciplinary action should be respectful of the employee and their rights. 
5. Consistency: The disciplinary action should be applied in the same manner to the same types of violations. 
6. Confidentiality: The disciplinary action process should remain confidential and not be discussed publicly. 
7. Documentation: All decisions and actions should be documented and kept on record. 
8. Follow-up: Supervisors should follow up with the employee to ensure the disciplinary action is being taken seriously and that
the employee understands their responsibilities.

Chapter 6
1. Understand the minimum pay
- The minimum pay rate is the lowest amount of money an employer is legally allowed to pay an employee for their work. The
minimum wage is set by the government and varies depending on the country or state. Employers must pay at least the minimum
wage to their employees.
2. Apply various methods of rewarding employees
- Rewarding employees is an important part of any successful business. There are several methods of rewarding employees, such
as providing monetary bonuses, offering additional vacation time, giving symbolic awards, and providing recognition in company
newsletters or meetings. Monetary bonuses are a popular way of rewarding employees, as they can be directly linked to
performance. Additional vacation time is another popular way of rewarding employees, as it provides an opportunity for rest and
relaxation. Symbolic awards can also be used to reward employees and provide a tangible reminder of their accomplishments.
Finally, providing recognition in company newsletters or meetings is an effective way of rewarding employees, as it can serve as
an affirmation of their hard work.
Here are some methods of rewarding employees: 
1. Bonuses and raises - Rewarding employees with bonuses and raises can help to increase motivation and demonstrate a
commitment to the employee's work. 
2. Recognition awards - Recognition awards such as certificates or plaques can be used to recognize an employee's dedication or
performance. 
3. Paid time off - Providing extra paid time off can be a great way to reward employees for meeting specific goals or working
hard. 
4. Employee celebrations - Celebrating milestones or successes with an event or party can help to build morale and foster positive
relationships within the organization. 
5. Small gifts - Small gifts such as gift cards or vouchers can be a great way to show appreciation to employees.
3. Explain various payment methods 
- One of the most common payment methods is credit card. Other payment methods include debit card, cash, check, online
payment systems such as PayPal, and digital wallets such as Apple Pay.
1. Time-related system: This payment method is based on
 the amount of time it takes to complete the task. The payment is based on a predetermined rate or hourly wage. 
2. Piece-work/payment by results: This method of payment is based on the number of pieces or tasks completed. A predetermined
rate is established for each piece or task and the employee is paid for each one completed.
3. Combination: This method combines the time-related system and the piece-work/payment by results methods. The employee is
paid an hourly rate plus a bonus for completing a certain number of pieces or tasks.
4. Understand the benefits in the payroll in Viet Nam:
1. Taxable benefits in the payroll in Vietnam include income tax allowances and deductions, such as the deduction for social and
health insurance premiums.
2. Non-taxable benefits in the payroll in Vietnam include end-of-service severance benefits, employer-provided transportation,
and housing allowances. 
3. Non-financial benefits in the payroll in Vietnam include employee benefits such as paid leave, flexible working hours, and
workplace recognition.

Case 
Step 1: Counseling and verbal warning
Step 1 creates an opportunity for the immediate supervisor to bring attention to the existing performance, conduct or attendance
issue. The supervisor should discuss with the employee the nature of the problem or the violation of company policies and
procedures. The supervisor is expected to clearly describe expectations and steps the employee must take to improve his or her
performance or resolve the problem.
Within five business days, the supervisor will prepare written documentation of the verbal counseling. The employee will be
asked to sign this document to demonstrate his or her understanding of the issues and the corrective action.
Step 2: Written warning
The Step 2 written warning involves more-formal documentation of the performance, conduct or attendance issues and
consequences.
During Step 2, the immediate supervisor and a division manager or director will meet with the employee to review any additional
incidents or information about the performance, conduct or attendance issues as well as any prior relevant corrective action plans.
Management will outline the consequences for the employee of his or her continued failure to meet performance or conduct
expectations.
A formal performance improvement plan (PIP) requiring the employee's immediate and sustained corrective action will be issued
within five business days of a Step 2 meeting. The written warning may also include a statement indicating that the employee may
be subject to additional discipline, up to and including termination, if immediate and sustained corrective action is not taken.
Step 3: Suspension and final written warning
Some performance, conduct or safety incidents are so problematic and harmful that the most effective action may be the
temporary removal of the employee from the workplace. When immediate action is necessary to ensure the safety of the
employee or others, the immediate supervisor may suspend the employee pending the results of an investigation.
Suspensions that are recommended as part of the normal sequence of the progressive discipline policy and procedures are subject
to approval from a next-level manager and HR.
Depending on the seriousness of the infraction, the employee may be suspended without pay in full-day increments consistent
with federal, state and local wage and hour employment laws. Nonexempt/hourly employees may not substitute or use an accrued
paid vacation or sick day in lieu of the unpaid suspension. In compliance with the Fair Labor Standards Act (FLSA), unpaid
suspension of salaried/exempt employees is reserved for serious workplace safety or conduct issues. HR will provide guidance to
ensure that the discipline is administered without jeopardizing the FLSA exemption status.
Pay may be restored to the employee if an investigation of the incident or infraction absolves the employee of wrongdoing.
Step 4: Demotion the employment

Step 5: Recommendation for termination of employment

The last and most serious step in the progressive discipline process is a recommendation to terminate employment. Generally,
[Company Name] will try to exercise the progressive nature of this policy by first providing warnings, issuing a final written
warning or suspending the employee from the workplace before proceeding to a recommendation to terminate employment.
However, [Company Name] reserves the right to combine and skip steps depending on the circumstances of each situation and the
nature of the offense. Furthermore, employees may be terminated without prior notice or disciplinary action.
Management's recommendation to terminate employment must be approved by human resources (HR) and the division director or
designate. Final approval may be required from the CEO or designate.
1
Ask yourself whether formal proceedings are necessary – Before rushing into disciplinary action, you should first ask yourself
whether you can resolve the issue through informal channels, or whether disciplinary proceedings are justified in the
circumstances.
For example, you may be confronted with an employee who has committed one minor act of misconduct, such as turning up late
to work, but who otherwise has a good disciplinary record. In this situation, common sense would dictate that formal action is
likely to be a disproportionate response and will most likely do more harm than good; a quick word on an informal basis is likely
to be enough to resolve the issue and prevent the problem from escalating further.
2
Investigate the alleged misconduct – Once you decide formal proceedings are necessary, you are duty bound to investigate.
Conducting an investigation is crucial in terms of determining the fairness of any subsequent dismissal, as it is a central part of
the legal test a Tribunal has to consider.
Depending on the nature of the allegation, the investigation may be very short or very complicated, lasting a couple of days to a
few weeks. For instance, if you have caught someone taking money out of the till, the investigation into the act itself is likely to
be relatively short. However, if you discover that stock is missing but have no idea who the culprit is, a longer investigation may
be necessary to identify who is responsible and prove wrongdoing.
The aim of this stage is to fact-find: to determine what happened, when it happened, where it happened, why it happened, whether
anyone else is involved, and whether anyone else saw what happened. The investigation process typically involves:
 Interviewing witnesses. This may be colleagues or customers. Sometimes it will be necessary to interview the accused as
part of the process, but not always, especially if the issue is straightforward and the evidence speaks for itself.
 Gathering evidence. This can take a variety of forms, including CCTV footage, attendance sheets, email correspondence,
telephone or computer records, and witness statements. Investigators must consider evidence which both supports and
challenges the allegations made rather than seeking to prove their assumptions. This means looking for evidence that an
employee may not be guilty of misconduct, as well as proof of their guilt. This is central to a reasonable investigation
which, in turn, is vital to a fair dismissal.
While the investigation is being completed, you may need to consider whether the employee should be suspended on full pay.
This is only permitted in certain circumstances, for example, if you think the employee poses a risk to your business or other
members of staff or that they could tamper with evidence. However, the time they are suspended for must be as short as possible
and kept under review. It must also be made clear to the employee that the suspension itself is not a form of disciplinary action.
A recent decision by the Court of Appeal has suggested that an employer can suspend an employee without breaching trust and
confidence, an implied contractual term of all Contracts of Employment, if it has “reasonable and proper cause” for doing so.
3
Set up a disciplinary meeting – Once the investigation is complete, if there is no case to answer, then no further action needs to be
taken. However, if there appears to be sufficient evidence to indicate misconduct, the investigating officer must step out of the
picture and pass the evidence onto a disciplinary officer.
It’s important, where possible, that the person who conducts the disciplinary meeting is not the same person who carried out the
investigation. If this isn’t possible, or you would prefer to trust the process to an independent professional, Ellis Whittam’s expert
HR Consultancy team can conduct investigations and meetings for you.
The disciplinary officer is responsible for inviting the employee by letter to a disciplinary meeting. The invite letter must:
 Ensure that the employee is given reasonable notice of the hearing;
 Inform them of their right to be accompanied by a fellow colleague or a recognised Trade Union representative;
 Enclose all of the evidence you are seeking to reply upon; and
 Be clear about the allegations and the potential outcomes of the meeting (for example, a first written warning, dismissal,
etc.)
4
Conduct the meeting – At the disciplinary meeting, you should explain the allegations, go through the evidence, and give the
employee the opportunity to comment upon it. They may raise things in their defence that require further investigation afterwards;
if so, you must gather additional evidence, and consider it, before coming to a decision (if appropriate).
5
Make a decision – Once all the evidence has been considered, you should adjourn the meeting to decide whether disciplinary
action should be taken, and what this should look like.
When determining the most suitable action to take, it’s important to ask the following questions:
 Is the sanction fair and reasonable in the circumstances?
 Are there any mitigating circumstances?
 How have similar cases been dealt with?
You may decide to take no action, issue a written warning or final warning, dismiss the employee, or take other types of action
short of dismissal, such as demotion.