Saturday, June 15, 2013
Monday, May 6, 2013
Human resources management practices can have a large impact on the overall success of hotel operations. These functions may appear to be subtle but influences nearly every aspect of human capital that makes its way into the customer service experience. It also impacts the ability of an organization to weather changes and develop to market realities. New research helps define which aspects of human resource management impact hotel success and which do not. Human resource administrators would be wise to take into consideration this research.
First, it is necessary to define human resource management. Proper human resource management entails the practices that encourages the organizations knowledge, skills and abilities to contribute to business outcomes (Huselid, et. al, 1997). In other words, it manages and fosters those human elements that make a business successful. This can include everything from recruitment to strategic training.
Human resource management often entails a theoretical lens for understanding and studying its impact on the organization. According to Mudor & Tooksoon (2011) a conceptual framework of HRM practices includes supervision, job training and pay to foster understanding. The supervision is the practices and techniques managers use, job training is the enhancement of capital, and compensation is the pay practices. When each of these concepts are done well the entire organization will do well in terms of its employee management.
The study conducted by Nakhleh, Patel, & Dagarwala (2012) brings to light which type of HRM practices have the largest impact on hotel performance. Surveys were sent to all three star hotels in Vadadara based upon the website Cleartrip.com. The target group consisted of managers, assistant managers, and reception heads of 13 hotels. The researchers sought information on the independent variables associated with HRM such as selection, staffing, training, performance appraisals, performance rewards, employee relations and internal controls. The dependent variable was the hotel performance in the form of effectiveness, efficiency, quality, satisfaction and occupancy rate.
-Selection, staffing, training & development, performance appraisal and performance reward had an association with hotel performance.
-Employee relations and internal communication had a weaker association with hotel performance.
Analysis and Business Application:
The results help show that the people we recruit and their development have a positive impact on hotel performance. Once strong employees are selected it is the accurate feedback that allows employees to gauge their ability and find areas where they can emphasis improvement. Such motivation is maintain through the use of adequate rewards. Such rewards are an external appreciation for an internal experience. In alignment with studies discipline isn’t a major detractor to performance as long as it is perceived to be just and fair. Relationships are fostered primarily through the immediate manager and this takes precedence over more formal communication strategies. Organizations would do well to consider this when designing their own communication approaches.
Huselid, M.. (1995), The impact on human resource management practices on turnover, productivity, and corporate financial performance. Academy of Management Journal, 38(3)
Mudor, H. & Tooksoon, P. (2011),Conceptual framework on the relationship between human resource management practices, job satisfaction, and turnover. Journal of Economics and Behavioral Studies, 2 (2).
Nakhleh, H., Patel, N., & Dangarwala, U. (2012). The effectiveness of human resource management practices on hotel performance. International Journal of Research in Commerce and management, 3 (3).
Sunday, April 28, 2013
|Casa del Mar|
Job embeddedness is a concept that refers to, “the combined forces that keep a person from leaving his or her job” (Yao et. al, 2004,pp. 159). This concept can include compensation, organizational fit, personal abilities, management style, etc… The concept is closely associated with employee satisfaction in terms of how and what employees feel about the organization.
Turnover rates and poor performance can be expensive for organizations. In many low skilled positions turnover rates can be excessive costing both time and money for recruiting and training. Higher absenteeism, resistant behavior, and poor customer relations can take a toll on a company’s profit margins. Understanding and improving upon job embeddedness will also improve upon the human relations and performance within the organization.
Job embeddedness theory indicates that when there are strong links and proper organization fit between employees and organizations, employees will be more motivated to display strong performance (Lee, et. al, 2004). This performance has a whole range of important improvements for organizations. Consider a few of the following:
-Stronger service and service recovery.
-Lower turnover rates and improvement costs.
-Less resistant behavior.
-Higher human efficiency and performance.
-Higher customer return rates and impression.
As you look through the list above you might be able to figure that each of the costs are associated with poor employee embeddedness. When customers have a poor impression of the organization they are not likely to return and this can limit present and future sales. Resistant behavior and poor performance can cause mistakes within the workplace and an inability to improve upon operations as employees avoid change and direction. As organizations are socio-economic groups these concepts are central to a well-run business.
According to a study conducted by Karatepel and Karadas (2012) job embeddedness has a huge factor on organizational success. They collected sample data from 7 hotels ranked in the four and five star resort area of Poiana Brasov region of Romania. All participants were direct front-line workers hired as desk agents, food servers, door attendance, guest representatives, bell attendants and bar tenders.
-Training, empowerment, and rewards enhance front-line employee job embeddedness.
-Association of empowerment and service recovery.
-No association between training and service recovery.
-Training and empowerment increase extra-role behavior.
-No association of rewards and extra-role behavior.
-Job embeddedness as a concept increase service performance.
The concept of job embeddedness entails the perception of employees and their positions within the organization. The study has encouraged a better understanding of how training, empowerment, and rewards can improve upon this perception and increase overall performance. Since training was not associated with service recovery while empowerment was associated employees should feel free to find unique ways to meet customer needs. This would be difficult if were not allowed to go outside necessary procedures when necessary. Furthermore, since training and empowerment also increased extra-role behaviors of employees it would be a beneficial focus of management leaders. Together the concepts of training, rewards, and empowerment enhance embeddedness which has a tangible result on extra-role behavior and overall service recovery.
Lee, T. , Mitchell, T., Sablynski, C., Burton, J.& Holtom, B.(2004). The effects of job embeddedness on organizational citizenship, job performance, volitional absences, and voluntary turnover, Academy of Management Journal 47(5): 711–722.
Yao, X., Lee, T., Mitchell, T.& Burton, J. & Sablynski, C. (2004). Job embeddedness:
current research and future directions, in Griffeth, R.; Hom, P. (Eds.). Understanding Employee
Retention and Turnover. Greenwich, CT: Information Age, 153–187.
Karatepel, O. & Karadas, G. (2012). The effect of management commitment to service quality on job embeddedness and performance outcomes. Journal of Business Economics and Management, 13 (4).