Chapter 4 Human Resources Hotel Operations Management 1e

Chapter 4: Human Resources Hotel Operations Management, 1/e Hayes/Ninemeier © 2004 Pearson Education Pearson Prentice Hall Upper Saddle River, NJ 07458

H. R. Department Roles Line managers Making final employee selection decision Providing departmental- H. R. is both specific orientation line & staff Initiating ongoing training function Supervision activities (e. g. , performance appraisal) H. R. specialists Helping line managers with H. R. related duties - employee selection - orientation - training - evaluation - compensation G. M. must define authority boundaries between line- & staff managers. Hotel Operations Management, 1/e Hayes/Ninemeier © 2004 Pearson Education Pearson Prentice Hall Upper Saddle River, NJ 07458

H. R. Department Roles (continued…) How H. R. personnel assist in hotel’s overall operation Implementing policies to effectively recruit, select, motivate, and retain the most qualified management and non-management staff Developing and delivering orientation, safety, security, supervisory, and some department-specific training programs Developing and communicating H. R. policies that are equitable and fair to all employees while protecting the rights of the hotel Interpreting, implementing, and enforcing the ever-increasing body of laws and regulations Helping to maintain appropriate standards of work life quality and ethical business policies and practices Hotel Operations Management, 1/e Hayes/Ninemeier © 2004 Pearson Education Pearson Prentice Hall Upper Saddle River, NJ 07458

Staffing the H. R. Department Job descriptions Job specifications A list of personal qualities necessary for successful performance of the tasks required by the job description A list of tasks that an employee in a specific position must be able to perform effectively Statements about duties, responsibilities, working conditions & specific job activities Example: H. R. Director (recruitment, selection, evaluation, promotion) Hotel Operations Management, 1/e Hayes/Ninemeier Two staffing tools Statements about knowledge, skills, education, physical & personal characteristics Example: H. R. Director (considerable knowledge of principles & practices of H. R. management) © 2004 Pearson Education Pearson Prentice Hall Upper Saddle River, NJ 07458

Legal Aspects of H. R. : Employee Selection Bonified Occupational Qualifications (BOQs): Qualifications to perform a job that are judged reasonably necessary to safely or adequately perform all tasks within that job Legitimate BOQs Education or certification requirements Language skills Previous experience Minimum age (for jobs such as waitress or bartender) Physical attributes (amounts able to be lifted, carried etc. ) Licensing Hotel Operations Management, 1/e Hayes/Ninemeier © 2004 Pearson Education Pearson Prentice Hall Upper Saddle River, NJ 07458

Legal Aspects of H. R. : Employee Selection (continued…) Tools to screen employee applicants Employment applications Only provide info directly relating to the job Demographic info, employment history, educational background, criminal history, employment status, references, drug testing Interviews Race, religion and physical traits should not be asked Age may be asked only for the purpose of legal requirements Testing Other Follow strict state guidelines and requirements for preemployment drug testing Obtain applicant’s permission in writing for background and reference checks Hotel Operations Management, 1/e Hayes/Ninemeier © 2004 Pearson Education Pearson Prentice Hall Upper Saddle River, NJ 07458

Legal Aspects of H. R. : Employee Selection (continued…) Equal Employment Opportunity Commission: Employers cannot discriminate against employees on the basis of race, color, religion, sex or national origin. Americans with Disabilities Act (1990) Prohibits discrimination against job candidates with disabilities Age Discrimination in Employment Act (1967) Protects individuals 40 yrs and older Immigration Reform & Control Act (1987) Prohibits hiring illegal immigrants Protects young workers from Fair Labor Standards Act employment interfering with education (1938) or that is detrimental to health Hotel Operations Management, 1/e Hayes/Ninemeier © 2004 Pearson Education Pearson Prentice Hall Upper Saddle River, NJ 07458

Legal Aspects of H. R. : Employment Relationships “At-will” employment Employment agreement Employers can hire or terminate any employees with or without cause at any time Document specifying the terms of the employer – employee work relationship Employees can elect to work for the employer or terminate the work relationship anytime Indicates rights and obligations of both parties Hotel Operations Management, 1/e Hayes/Ninemeier © 2004 Pearson Education Pearson Prentice Hall Upper Saddle River, NJ 07458

Legal Aspects of H. R. : Workplace Laws Sexual harassment One cannot ask favors of a subordinate in exchange for employment benefits; neither can one punish an employee if an offer is rejected. A G. M. should follow strict zero tolerance policy & procedures - issuing of appropriate policies - conducting applicable workshops - developing procedures to obtain relief - developing written protocols for reporting - investigating & resolving incidents & grievances Family & Medical Leave (1993) Hotels (employing 50 or more staff) should provide up to 12 weeks of leave (unpaid) to an employee for a birth, adoption of a child or serious illness of immediate family members. Hotel Operations Management, 1/e Hayes/Ninemeier © 2004 Pearson Education Pearson Prentice Hall Upper Saddle River, NJ 07458

Legal Aspects of H. R. : Workplace Laws (continued…) Compensation The Fair Labor Standards Act (FLSA) establishes minimum wage, overtime work rates, and equal pay regardless of gender. Employee performance Employee evaluation (assuring work performance [nothing else] forms the basis for employee evaluations) Discipline (effectively communicating and consistently enforcing workplace rules and policies) Termination (preventing unacceptable termination of employee/s) Unemployment issues Unemployment insurance (allowing temporary financial benefits to employees who have lost jobs) Unemployment claim (asserting the worker is eligible for unemployment benefits) Hotel Operations Management, 1/e Hayes/Ninemeier © 2004 Pearson Education Pearson Prentice Hall Upper Saddle River, NJ 07458

Legal Aspects of H. R. : Workplace Laws (continued…) Employment records Selected employee records should be maintained. Examples of record keeping: - Department of Labor records (e. g. , employee’s name, address, gender, job title, work schedule, hourly rate, regular and overtime earnings, wage deductions and payday dates) - 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 (Family & Medical Leave Act) - employment eligibility verification (Immigration Reform & Control Act) - personnel matters & benefit plans (Age Discrimination & Employment Act) Hotel Operations Management, 1/e Hayes/Ninemeier © 2004 Pearson Education Pearson Prentice Hall Upper Saddle River, NJ 07458

H. R. Department at Work: Recruitment Internal recruiting External recruiting Focusing on internal applicants for vacant positions “Promotion from within” Alerting friends and Recruitment relatives of current methods employees Recruitment is not solely the job of H. R. department Current staff can impact hotel’s turnover rate Hotel Operations Management, 1/e Hayes/Ninemeier Hiring from outside sources Newspaper and other media advertisements / job fairs / executive search firms / recruiting at schools / “help wanted” signs Attracting external candidates © 2004 Pearson Education Pearson Prentice Hall Upper Saddle River, NJ 07458

H. R. Department at Work: Selection: Evaluating job applicants to determine those more qualified (or potentially more qualified) for positions. Selection devices Preliminary screening (reviewing application) Employment interviews Employment tests Reference checks Drug tests Hotel Operations Management, 1/e Hayes/Ninemeier © 2004 Pearson Education Pearson Prentice Hall Upper Saddle River, NJ 07458

H. R. Department at Work: Orientation: Providing basic information about the hotel which must be known by all its employees. Goals Reducing anxiety Improving morale Reducing turnover Providing consistency Developing realistic expectations Hotel Operations Management, 1/e Hayes/Ninemeier Contents Hotel overview (mission statement) Guest service / relations training Emphasis on teamwork Policies and procedures including handbook Compensation and benefits Guest safety & security Employee & union relations Property tour © 2004 Pearson Education Pearson Prentice Hall Upper Saddle River, NJ 07458

H. R. Department at Work: Training is absolutely critical to the hotel’s success ! Improve knowledge or skills of staff New employees and experienced staff need training Ongoing professional development can motivate staff and help employees’ advancement opportunities Implement “train the trainer” program Group training Individualized training Effective when several (or more) staff must learn the same thing One-to-one training method Use of a role-play (e. g. , upselling training for front desk agents) Mainly responsible for individualized line departments Hotel Operations Management, 1/e Hayes/Ninemeier © 2004 Pearson Education Pearson Prentice Hall Upper Saddle River, NJ 07458

H. R. Department at Work: Performance Evaluation Goals Determine where staff can improve performance Assess eligibility for pay raises and promotions Improve morale Assure legal compliance H. R. Dept. Roles Develop policies & procedures for property-wide system Communicate these policies & procedures to all staff Address and resolve employee concerns as they arise File performance evaluation results in employee records Hotel Operations Management, 1/e Hayes/Ninemeier © 2004 Pearson Education Pearson Prentice Hall Upper Saddle River, NJ 07458

H. R. Department at Work: Performance Evaluation (continued…) Steps of performance appraisal system Performance standards are established for each position Policies (e. g. , frequency of rating) are established Data is gathered about employee performance Raters must evaluate performance Discuss performance evaluation with employees Evaluation information is filed Hotel Operations Management, 1/e Hayes/Ninemeier © 2004 Pearson Education Pearson Prentice Hall Upper Saddle River, NJ 07458

The H. R. Department at Work: Compensation: All financial & non-financial rewards given to managers & nonmanagement staff in return for their work. Direct financial compensation Salary / wages Indirect financial compensation Benefits (health insurance, paid vacations, etc. ) Effective compensation programs should be: Legal / fair / balanced / cost effective / viewed as reasonable by staff Establish pay for specific positions based on: What other employers attempting to attract the same applicants pay. What employees working on different jobs in the hotel are paid. What other employees working on same jobs within the hotel are paid. Hotel Operations Management, 1/e Hayes/Ninemeier © 2004 Pearson Education Pearson Prentice Hall Upper Saddle River, NJ 07458

H. R. Department at Work: Employee Safety & Health Work-related accidents & illnesses Work to be done Working conditions e. g. , cooks using knives e. g. , greasy floors in kitchen H. R. staff assistance for health related activities Developing and selecting programs to help employees cope with stress Developing procedures applicable to workplace violence Communicating updated info about HIV in the workplace Providing info about cumulative trauma disorders Hotel Operations Management, 1/e Hayes/Ninemeier © 2004 Pearson Education Pearson Prentice Hall Upper Saddle River, NJ 07458

H. R. Department at Work: Workforce & Work Quality Improvement Professional development Cultural diversity Continuous quality improvement Hotel Operations Management, 1/e Hayes/Ninemeier T E C H N I Q U E S Improving work quality © 2004 Pearson Education Pearson Prentice Hall Upper Saddle River, NJ 07458