Chapter 5 Human Resources

Hotel Operations Management
3rd Edition
Chapter 5
Human Resources
Copyright © 2017 2007, 2004 Pearson Education, Inc. All Rights Reserved
The Role of Human Resources (1 of 4)
• HR Assists
– Recruitment
– Legal compliance
– Safety and health
– Labor relations
– Compensation
– Selection
– Orientation
– Training
– Performance evaluation
Copyright © 2017, 2007, 2004 Pearson Education, Inc. All Rights Reserved
• Line Manager Duties
– Determining position requirements for each job
– Making final employee-selection decisions
– Providing departmental- specific orientation
– Initiating on-going training
– Performance evaluation
– Scheduling
– Discipline
• HR personnel assist in hotel operations by
– Implementing legal policies and tactics to effectively
recruit, select, motivate, and retain staff members
– Developing and delivering orientation, safety, security,
supervisory, and some departmental-specific training
programs
– Developing and communicating equitable and fair HR
policies to all employees while protecting the rights of
the hotel
– Interpreting, implementing, and enforcing the ever-
increasing body of laws and regulations that affect
people at work
– Helping to maintain appropriate standards of work-life
quality and ethical business policies and practices
Staffing the Human Resources Department
• Job Descriptions
– A list of tasks that an employee working in a specific
position must be able to effectively perform.
• Job Specifications
– A list of personal qualities judged necessary for
successful performance of the tasks required by the job
description.
Legal Aspects of Human Resources:
Employee Selection (1 of 4)
• Selection Tools
– Bona Fide Occupational Qualifications
 Qualifications: to perform a job that are judged reasonably
necessary to safely or adequately perform all tasks within the
job
 Education Or Certification Requirements
 Language Skills
 Previous Experience
 Minimum Age Requirements
 Physical Attributes
 Licensing
• Selection Tools
– Employment Applications
– Employment Interviews
– Employment Testing
– Background checks
– References
• Selection Issues
– Civil Rights Act of 1964
 Prohibits discrimination based on race, color, sex, religion,
national origin, disability, and genetic information
– Americans with Disabilities Act(ADA)
 Prohibits discrimination against job candidates with disabilities
– Age Discrimination in Employment Act (ADEA)
 Protects individuals age 40 and older
 Applies to employers with 20 or more staff members
– Immigration Reform and Control Act (IRCA)
 Prohibits hiring illegal immigrants
 Form I-9 developed by INS must be completed
– Fair Labor Standards Act (FLSA)
 Protects young workers from employment interfering with
education or that is potentially hazardous to their health
The Employment Relationship
• At-Will Employment
– Employers can hire any employee as they choose and
dismiss that employee with or without cause at any
time.
• Employment Agreement
– A document specifying the terms of the work
relationship between the employer and employee that
indicates the rights and obligations of both parties.
The Law in the Workplace (1 of 11)
• Legal issues related to employment include:
– Sexual Harassment
– Family and Medical Leave Act (FMLA)
– Compensation
– Employee Performance
– Unemployment Issues
– Employment Records
• Sexual Harassment
– Sexual Harassment
 Unwelcome sexual advances, requests for sexual favors,
and/or verbal or physical conduct that is sexual in nature.
– Zero Tolerance
 Total absence of behavior that is potentially discriminatory,
harassing, or objectionable.
• Sexual Harassment
– Issuing of appropriate policies and procedures
– Conducting applicable workshops
– Developing procedures to obtain relief for alleging
employee
– Developing written protocols for reporting,
investigating, resolving
• Family and Medical Leave Act (FMLA)
– Hotels who employ 50 or more staff must provide up to
12 weeks of unpaid leave to an employee for:
 Child birth
 Adoption of a child
 Foster care of a child
 Serious illness of an employee
 Serious illness of an immediate family member
• Compensation
– The Fair Labor Standards Act (FLSA) establishes
minimum wage, overtime work rates, and equal pay
regardless of gender.
– An exception from minimum wage and overtime pay for
staff employed as bonafide executive and
administrative employees (among others).
• Executive Employee
– Primary duty is managing the enterprise or one of its
department’s subdivisions
– Direct the work of at least two or more other full-time
employees or their equivalent
– Authority to hire or fire other employees
• Administrative Employee
– Primary duty must involve office or non-manual work
directly related to the management or general business
operations of the employer or the employer’s
customers
– Primary duty involves discretion and independent
judgment on significant matters
• Compensation
– Laws related to taxes include:
 Income Tax
 Federal Insurance Contribution Act (FICA)
 Federal Unemployment Tax Act (FUTA)
 Earned Income Credit (EIC)
 Work Opportunity Tax Credit (WOTC)
• Employee Performance
– Employee Evaluation
 Assuring work performance [and nothing else] forms the basis
for employee evaluations.
– Discipline
 Effectively communicating and consistently enforcing
workplace rules and policies.
– Dress and Grooming
 Allowance of legitimate religious dress and grooming practices
– Termination
 Preventing unacceptable termination of employees
• Unemployment Issues
– Unemployment Insurance
 Funds provided by employers to make available temporary
financial benefits to employees who have lost their jobs.
– Unemployment Claim
 A claim made by an unemployed worker to the appropriate
state agency asserting that the worker is eligible for
unemployment benefits.
• Employment Records
– Department of Labor records requirements include:
 Employee’s Name
 Gender
 Work Schedule
 Regular and overtime Earnings
 Address
 Job Title
 Hourly rate
 Wage deductions
 Work Schedule
• Employment Records
– Any deductions from wages for meals, uniforms, or
lodging
– Amount of tips reported (for tipped employees)
– Covered leave and amount of leave for eligible
employees
– Employment Eligibility Verification (I-9)
– Personnel matters and benefit plans
Human Resources in Action: Employee
Recruitment
• Internal Recruiting
– Focusing on current staff for vacant positions
– “Promotion from within”
– Alerting friends and relatives of current employees
– Recruitment is not solely the job of HR department
– Current staff can impact hotel’s turnover rate
Recruitment
• External Recruiting
– Hiring from outside sources
– Internet, newspaper and other advertisement options,
job fairs, executive search firms, recruiting at schools,
“help wanted” signs
– Attracting external candidates
Selection
• Employment Selection Evaluation Tactics
– Preliminary screening including reviewing the
candidate’s application
– Employment interviews
– Employment tests when specific experience or skill is
required
– Reference checks to confirm employment dates and
positions held
– Drug screening
Human Resources in Action: Orientation (1
of 2)
• Orientation Goals
– To reduce new employee anxiety
– To improve morale and reduce turnover
– To provide consistency
– To develop realistic expectations
Human Resources in Action: Orientation (2
of 2)
• Orientation Programs Address
– An overview of the hotel
– Important policies and procedures
– Compensation, fringe benefits, and pay periods
– Safety and security concerns
– Employee and union relations
– Property tours
– Specific topics related to the hotel
Human Resources in Action: Training
• Training is absolutely critical to a hotel’s success!
– New employees and experienced staff need training
– Ongoing professional development can motivate staff
and contribute to employees’ advancement
opportunities
– Train the trainer
• Group Training
• Individual Training
Human Resources in Action: Performance
Evaluation (1 of 3)
• Goals
– Determine where staff can improve performance
– Assess eligibility for pay raises and promotions
– Improve morale
– Assure legal compliance
• HR Roles
– Develop and communicate policies and procedures
– Address and resolve concerns
– File performance evaluation results
Evaluation (2 of 3)
• Performance standards are established
• Policies relating to the frequency of and
responsibilities for ratings are established
• Employees’ performance data are gathered
• The raters (and sometimes the employee) must
evaluate performance
Evaluation (3 of 3)
• A performance evaluation discussion is held with
the employee
• Performance approval agreements/decisions are
made
• Evaluation information is filed
Human Resources in Action: Compensation
(1 of 2)
• Compensation
– All financial and nonfinancial rewards given to
managers and non-management staff members in
return for their work
• Direct Compensation
– Salaries
– Bonuses
– Wages
– Commissions
Human Resources in Action: Compensation
(2 of 2)
• Indirect Compensation
– Health Insurance
– Paid Vacation
• Managing a Benefits Program
– Determine objectives – offer competitive benefits
– Facilitate discussions with employees
– Communicate the “benefit” of benefits
– Monitor Costs
Retention
• Employee Retention
• The use of organizational and supervisory policies
and procedures designed to encourage
employees to remain with the property.
• Traditional Leadership
– Directing
• Contemporary Leadership
– Empowerment
Human Resources in Action: Termination
• Voluntary Termination
– Occurs when the employee decides to leave for their
own reasons
• Involuntary Termination
– Occurs as the result of decisions made by managers
Other Human Resources Activities
• Protecting the safety and health of employees
• Improving work quality
• Succession planning
Other Human Resources Activities:
Employee Safety and Health
• HR assistance for health-related activities can
include:
– Developing and selecting programs to help employees
cope with stress
– Developing procedures applicable to workplace
violence
– Communicating updated information about HIV in the
workplace
– Providing information about cumulative trauma
disorders
Workforce and Work Quality Improvement
• Professional Development Activities
• Cultural Diversity Initiatives
• Quality Improvement Programs
Succession Planning (1 of 3)
• Step 1
– Identifying positions to be addressed in the succession
planning process
– Considering the hotel’s vision
– Assessing future requirements for meeting the guests’
needs
• Step 2
– Determining competencies and other talents required
over the long term
– Basing professional development decisions on talent
needs
• Step 3
– Determining current staff members for training to meet
competencies
• Step 4
– Recruitment of external staff and training them for the
responsibilities of future positions
• Step 5
– Planning and implementing the necessary professional
development programs
– Develop plans for affected staff
• Step 6
– On-going monitoring and revisions in professional
development plans

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Hotel Operations Management

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