Describe about the Recruitment and selection strategy in hotel operations in Manchester?
Objective: To develop a recruitment and selection strategy that would meet the needs of employees and employers (Alger & Crowley, 2012).
Procedure:
The flexible working hours include hours of work, the patterns of working, and the location of working. There is few compliance that the organizations must follow on the matter of flexibility. The organization will have to consider if the staff is a parent of school going child or younger age, if a staff is aged, if a staff has genuine health issues etc. An employee can then request for flexible working arrangements (Byars & Rue, 2011).
Types of Flexibility that can be applied in this industry:
1. Conduct employee surveys to know the needs and expectations of the employees.
2. Find out key areas to build skills and facilitate training for the same.
3. Suggest solutions for personal maintenance, family upkeep and security of the employees.
4. Creation of opportunities for greater connection between employees and management.
5. Feedbacks can be taken to enhance the worthiness of the employee welfare functions.
However, the application for flexibility in working may or may not be accepted by the management of the organization (Dowling, Festing & Engle, 2013).
In hotel industry, the services have to continue whole round the year 24/7 so the retention of employees is very necessary. This staffs continue to provide services only when they are satisfied with the working methods. If the employees are over burdened, then quality of services may also decrease. Flexibility in the working practices is necessary to retain the employees in the organization. These work arrangements can actually have a positive impact on the productivity of the employees (Entrekin & Scott-Ladd, 2013).
The benefits of flexible working environment are huge but there are many disadvantages too. The organization will have to understand some of its bad impacts before implementing it. If the employees do not take the work seriously, then it might create issues. Flexibility in the workplace should be there but excessive flexibility can lead to the downfall of an organization. Those employees who are responsible and do not let the work get harm becaus of flexibility should be entitled to flexibility (Gordon, 2014).
Since the labour market is so diversified and ever changing, the work practices and culture differ at every place. The employers have to be flexible in some cases when it comes to run a company globally. There are no other options other than being flexible at the work place because this flexibility helps employers retain employees from all over the globe. This employees are very well trained and experts of their respective fields (Graham & Nafukho, 2010). Moreover, if a company is flexible in its working conditions, then it will bring good g fame to the company. The impact on flexibility because of the changing labour market is huge. People travel all round the globe for their jobs, the companies come up with more flexible work culture, and the usual working practices are hampered. This work culture of flexibility is actually good for organizations (Ivancevich & Konopaske, 2013).
Discrimination in the work place refers to treating some people differently from other people. The discrimination can be on the basis of gender, disability, sexual orientation, race, colour, nationality, religion, ethinic background, marriage or civil relationship, sexual orientation, pregnancy (Mondy & Mondy, 2012).
Types of discrimination:
Direct discrimination: Direct discrimination occurs when an employer treats an employee less favourably than an employer treats other people because of any the reasons cited above. For example if the job of a driver is open only to male applicant, then it would be very discriminating on the part of the employer (Nolan, 2010).
Indirect discrimination:
Indirect discrimination takes place when a group of people are more affected than the others. For example, there are work groups who are religiously mandated to keep long beards, but if at their workplaces they are compelled to shave off their beards then they will be discriminated more than other work groups. (Price & Price, 2011) Indirect discrimination is unlawful and the employer have to justify if they are not willingly hurting the sentiments of others. The example of clean shaved employees is justified if it is in the case of restaurants or food manufacturing industry.
Harassment:
Harassment is the offensive behaviour of abusing someone sexually or racially that aims to humiliate, demoralize the target. It also includes giving someone a latent offensive nickname (Rowden, 2000).
Victimisation:
Victimisation is the treating a person less favourably than others because they complained about any harassment or discrimination on them.
Equality and diversity:
Equality and diversity have two different meaning yet they meet each other in the horizon of development of an organization. Equality means creating a fairer society, where everyone has equal opportunity to grow and prosper. On the other hand, diversity means difference, difference in race, culture, ethnicity etc (Smith, 2013). It is a hard task for a manager to maintain equality in diversity but in today`s world it is very necessary for organizations to get people from different countries and make them co-ordinate equally in the organization. Equality in diversity can be maintained if the organization starts valuing its employees, treat them equally, motivate them properly and avoid discrimination (Stone, 2011).
It is from the legislation to eliminate discrimination. Managing diversity refers to accepting people from all groups and not discriminating them. The basic difference between managing diversity and equal opportunity is the method of implementation. Equal opportunity is externally generated and run by legislation and society ethnic like equality, justice, and human rights. Managing diversity is internally initiated and runs on the needs of the business. The organization focuses on achieving its goals and effectively utilise the human resource (Torrington, 2011). If the organization lacks to discover the true potential of it employees, then might be regarded as discrimination too.
Employee performance can be measured by the compensation that the organization offers, by the status of the employee, and opportunities that can be explored. The methods, which aid in measuring the performance of employees, are: Graphic rating scales, management by objectives and forced ranking (Werner, Schuler & Jackson, 2012).
Graphic rating scales: These method is useful in organizations which are production oriented and for those which move at a very fast pace for example food industry. A rating scale comprises of list of duties, standards, and there is a scale ranging from 1 to 5 to judge the employee performance. It can be completed quickly by rating the employees. This is ideal for those organizations, which are huge and handle large departments. In the hotel, this method will work best as the employees can be checked based on a checklist. This checklist would tell what and how much is an employee working (Whyman & Petrescu, 2013).
Management by objectives: Management by objectives are useful for evaluating the performance of employees in managerial positions. In this, the manager lists the goals that has to be achieved by employee. The performances of the employee are measured by the number of tasks he/she is able to finish by the time designated to him. This method would be helpful in judging the employees at managerial position in the restaurants.
Forced ranking method: Forced ranking method was never considered a sophisticated method of performance appraisal. It divides employees into three groups, 70% of the employees came under well performing employees, 20% were under average performing employees and 10% under lowest performing employees. Sometimes the morale of the employees are hurt. The main motive of a performance management system is to upgrade the morale of the employee by evaluating their performances.
The welfare of the employees is a very important function of the organization. The organization can also keep a separate department for employee welfare. However, it depends on the size and number of employees in the organization. Employee welfare includes a lot of area to cover. There are certain compliance too that an organization has to follow. In the business of hotel many types of benefits can be given to the employees. Employee’s welfare is necessary in this organization. Employees can be provided with housing facilities that have their jobs early in the morning. The working conditions in the hotel especially in the kitchen area can be improved. Medical insurance for all the employees and eating facility in the hotel can be provided to the employees. All those benefits that can enhance the productivity of the employees without much cost to the company should be allowed and the management has to check the legal compliance too.
References
Alger, V., & Crowley, J. (2012). Aspects of Workplace Flexibility and Mothers’ Satisfaction with Their Husbands’ Contributions to Household Labor*. Sociological Inquiry, 82(1), 78-99. doi:10.1111/j.1475-682x.2011.00403.x
Anell, B., & Wilson, T. (2000). The flexible firm and the flexible coworker. Journal Of Workplace Learning, 12(4), 165-170. doi:10.1108/13665620010332831
Byars, L., & Rue, L. (2011). Human resource management. New York: McGraw-Hill/Irwin.
Dessler, G. (2013). Human resource management. Boston, Mass.: Pearson Education.
Dowling, P., Festing, M., & Engle, A. (2013). International human resource management. Andover: Cengage Learning.
Entrekin, L., & Scott-Ladd, B. (2013). Human Resource Management. Hoboken: Taylor and Francis.
Gordon, C. (2014). Flexible Workplace Practices: Employees’ Experiences in Small IT Firms.Relations Industrielles, 69(4), 766. doi:10.7202/1028111ar
Graham, C., & Nafukho, F. (2010). Organizational Commitment and Workplace Outcomes : A Conceptual Model for Truckload Transportation Carriers. Human Resource Development Review. doi:10.1177/1534484310370948
Ivancevich, J., & Konopaske, R. (2013). Human resource management. New York, NY: McGraw-Hill Irwin.
Mondy, R., & Mondy, J. (2012). Human resource management. Boston: Prentice Hall.
Nolan, S. (2010). Workplace flexibility. Strategic HR Review, 9(2). doi:10.1108/shr.2010.37209baa.001
Price, A., & Price, A. (2011). Human resource management. Andover: Cengage Learning.
Rowden, R. (2000). Invited reaction: Relationship among curiosity, workplace learning, and job performance. Human Resource Development Quarterly, 11(1), 31. doi:10.1002/1532-1096(200021)11:13.3.co;2-y
Smith, K. (2013). Evaluation of a Stretching Program to Increase Worker Flexibility. Workplace Health & Safety, 61(8), 329-332. doi:10.3928/21650799-20130726-30
Stone, R. (2011). Human resource management. Milton, Qld.: John Wiley.
Torrington, D. (2011). Human resource management. Harlow, England: Financial Times/Prentice Hall.
Werner, S., Schuler, R., & Jackson, S. (2012). Human resource management. Australia: South-Western Cengage Learning.
Whyman, P., & Petrescu, A. (2013). Partnership, flexible workplace practices and the realisation of mutual gains: evidence from the British WERS 2004 dataset. The International Journal Of Human Resource Management, 25(6), 829-851. doi:10.1080/09585192.2012.751439
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