Discuss about the Business Capstone Project and Organisation Performance.
In order to get suitable job at the appropriate time in the hospitality industry, the deserved candidates tend to depend upon the recruitment agencies. This tendency is growing increasing mainly among the young people. In this way, it has become a prominent business with which the agencies try to satisfy the needs of the clients along with helping the hospitality organizations to find the most deserved candidates. This present research aims to identify the proper reason for which people increasing rely upon the ability of the recruiting agencies in hospitality industry. This proposal includes the research questions, method, literature review, findings, analysis and discussion with which the dissertation on the role of recruitment agencies can be developed in near future.
The hospitality industry is a large industry where it requires new candidates on daily basis. The hospitality organizations face difficulty in recruiting the deserved candidates which can affect their business procedure as this industry is directly related with the client satisfaction level (AlBattat and Som 2013). The recruitment agencies help the hospitality industries insofar as the bulk recruitment is concerned. They shortlist the deserved candidates through layered interview procedures after which they recommend the candidates to the respective organizations (Hamade 2013). However, these organizations are also facing obstacles because there are a growing number of agencies which aims to recruit the fresh or experienced candidates to different hospitality organisations. The status of the hospitality organizations tends to determine the reliability of the recruiting agencies. Therefore, these agencies are supposed to improve their communication processes with the clients with the help of mails and phone calls so that they can better evaluate their skills and can hire them for attending the interview. For the over dependence upon these recruiting agencies, the business organizations face difficulty to recruit the candidates directly.
The research question
According to Hamade (2013), the recruitment agencies successfully help the deserved and potential candidates to get their desired jobs in the hospitality management more easily with the help of their special screening team. While Konrad (2013), opines that these agencies fools the candidates by extracting huge money from the candidates as their fees, where they can get these job opportunities with their inbuilt skills.
On the other hand, from the viewpoint of Ergün and Gavcar (2013), these agencies help the hospitality organization to identify suitable candidates in less time and cost effective manner that seems to be beneficial for them as they require a huge number of work force to successfully meet the demands of their consumers. However, Ladkin and Buhalis (2016) opposed that, these organizations increase the expenses of the job seeking candidates where sometimes the costs have crossed the salary amount of the proposed job role.
As per the comment of Abomeh (2013), by relying upon the recruiting agencies, the hospitality organizations can ensure the recruitment of deserved and trained employees which help them to improve their work quality with which they aim to increase the satisfaction level of their consumers. While Huda, Haque and Khan (2014) opposed that, recruitment through these agencies proves to be harmful for the job seeking candidates because they do not give them sufficient idea about the work culture and negative aspects of the organizations where they are supposed to be recruited which often become the reason behind the resignation of them.
For collecting the relevant data from the consumers, online survey process will be adapted because in this way, the reply of the respondents can be recorded appropriately without any change in a cost and time effective way. In this way, the data can be stored for a long time (Gill and Johnson 2010). Moreover, by adapting the online survey procedure, this study can include the authentic response of the participants because in this way, they can openly share their demands and expectations for the employees of the hospitality organizations. Both the primary and secondary data will be collected for improving the quality o this study. The primary data will be collected from the recruitment agencies from where detailed and explanatory data can be included to the present study.
Defining creativity in a business context
From the viewpoint of Ladkin and Buhalis (2016), the hospitality industry is supposed to change its service procedure rapidly with the changing circumstances. The globalization causes universalisation of the demands and expectations of the consumers with which the hospitality organizations are also supposed to change their service quality and consumer offering procedure (Schoffstall 2013). Therefore, in order to adjust in the competitive business market, they need to indulge in continuous innovation procedures so that they can successfully serve the needs and demands of the consumers (Zinyemba 2013). In order to maintain the sales as well as profit rate, these hospitality organizations need to surprise their consumers with their innovative service procedure (Faldetta, Fasone and Provenzano 2013). The employees of such organizations also need to have the ability to adjust in these continuous changing procedures so that their service can match up the satisfaction level of their consumers. The behavioural aspects of the employees, therefore, seem to be an important aspect for the financial development. With the help of proper and appropriate behaviour of their employees, the hospitality organizations aim to indulge in constant financial development by attracting more consumers toward their extra-ordinary services (Iyfnet.org 2015).
Therefore, this innovation causes the recruitment agencies to make the recruitment proper and suitable so that they can provide deserved candidates to the hospitality organizations (Ali 2013). In this recruitment process also, these agencies need to employ innovative procedure so that they can select the most deserved candidates along the applicants by evaluating their ability (Gutierrez et al. 2015). In this way, they can also provide assurance to the hospitality organizations that they are having the most suitable candidate for their proposed posts. If these agencies can acquire the trust level of the organizations in hospitality industry, their business can subsequently face a huge hike because for this sector huge number of candidates are required constantly (Chitsaz-Isfahani and Boustani 2014). With the help of creative and prompt approaching ways, these agencies can approach to a huge number of deserved candidates so that they can provide the young eligible candidate sufficient job opportunities in the hospitality industry (Peters 2016). In this way, with the help of proper creative measure, the recruitment agencies can make sure the employment of deserved candidates to different hospitality organizations along with determining their profit level from both the candidates and the hospitality organizations.
However, these recruitment agencies also face difficulty in maintaining the creativity in their selection processes. The high critical recruitment procedure, these recruitment agencies cannot be able to maintain the huge demand of the hospitality organizations where huge number of employees are needed in a daily basis. Moreover, as these agencies aim to evaluate the basic excellence of the applicants, they fail to successfully identify the ability of those employees after their employment at the proposed hospitality organizations where they are supposed to work under huge pressure and also need to employ their creativity and innovation so that they can meet the constantly changing demands of the consumers (Nestoroska and Petrovska 2014). For this reason, the hospitality organizations faces difficulty in maintaining sustainability of their work force who fail to take the huge pressure of the rapid changing working environment and client demands (Boone et al. 2013). Moreover, the candidates, who are supposed to be recruited through any recruitment agency, seem to be surprised with their job profile and work environment after their joining the proposed organization. This indicates to the inadequate recruitment process of these agencies by not providing sufficient knowledge about the hospitality organizations where they are supposed to be recruited.
The survey is expected to be completed within 15 days so that the analysis method of those data can be done with adequate time. The target population will be mainly the young generation of age group 20-25 who mostly take the help of the recruitment agencies to get their desired jobs in the hospitality industry. The sample size will be of 66 and the target demographic region will be the two major cities of Australia namely Sydney and Melbourne where a number of young respondents will be available (Gill and Johnson 2010). The probability sampling method will be used for this study (Olsen 2011). The survey will be conducted through online medium. Close ended, same survey questionnaire will be used for each respondent so that the response of different respondents for the same questionnaire can be gathered.
1. How far do you agree that the career expectations of the candidates in hospitality industry fulfil through recruitment agencies?
|
Activity |
Number of respondents |
Percentage of respondents |
Total respondents |
|
Strongly agree |
25 |
38 |
66 |
|
Agree |
10 |
15 |
66 |
|
Neutral |
16 |
24 |
66 |
|
Disagree |
6 |
9 |
66 |
|
Strongly disagree |
9 |
14 |
66 |
Table 1: Fulfilment level of career expectations of the candidates in hospitality industry through recruitment agencies
Image 1: Fulfilment level of career expectations of the candidates in hospitality industry through recruitment agencies
2. How far do you believe that the jobseekers along with the recruiters of hospitality organization lay trust on recruitment agencies?
|
Activity |
Number of respondents |
Percentage of respondents |
Total respondents |
|
Strongly believe |
19 |
29 |
66 |
|
Believe |
16 |
24 |
66 |
|
Neutral |
4 |
6 |
66 |
|
Disbelieve |
17 |
26 |
66 |
|
Strongly disbelieve |
10 |
15 |
66 |
Table 2: The trust level of jobseekers along with the recruiters of hospitality organization on recruitment agencies
Image 2: The trust level of jobseekers along with the recruiters of hospitality organization on recruitment agencies
Analysis of the vignette
In this section the analysis of the collected data from the respondents will be analysed elaborately so that the desired result can be extracted.
For the first question, 38% respondents strongly agree and 15% respondents agree with the fact that the career expectations of the job seeking candidates get fulfilled with the help of these recruitment agencies. On the other hand, 24% respondents remain silent on this topic. 9% respondents disagree and 14% respondents strongly disagree with this topic.
From this analysis, it will be revealed that most of the respondents, around 53%, agree with the fact that these recruitment agencies help the candidates to fulfil their career expectations by identifying the scopes of their desired job opportunities in the hospitality industry. On the other hand, in order to increase the number of the supporters, the recruitment agencies will need to improve their communication and recruiting strategies so that they can approach to a huge number of deserved candidates
For the second question, 29% respondents strongly believe and 24% respondents believe with the fact that the jobseekers along with the recruiters of the hospitality industry do keep their trust upon the recruitment agencies. On the contrary, 6% respondent remains reluctant on this very topic, while 26% respondents disbelieve and 15% respondents strongly disbelieve with this fact.
This observation indicates to the response of majority of people for the support of this fact which also suggests to the success rate of these recruitment agencies in influencing the career and trust level of the job seekers as well as the recruiters. However, a handsome number of respondents also deny the reliably of these recruitment agencies. In order to increase it among other respondents as well, these agencies need to employ effective communication skills along with proper information about the proposed organizations so that the recruitment method can be truthful enough.
Suggestions
Employment of proper and effective advertising medium
The recruitment agencies need to choose proper advertisement mediums like personal mail, phone calls, social media, different website etc so that they can approach to the right candidates who can better deserve the employment opportunities in the hospitality industry. These agencies can make their advertisements more attractive by placing the names of famous hospitality organizations in their job advertisement so that the interested candidates who want to build their career in hospitality organizations. Moreover, by providing appropriate and sufficient information about the desired candidates, these agencies can easily shortlist the candidates for their hospitality organizations.
Improving the communication medium
In order to increase reliability among the job seekers and the employers of hospitality organizations, these recruitment agencies need to improve their communication level with the candidates so that they can approach a huge number of deserve candidates and provide them the opportunity to join the rapid growing hospitality industry. By applying prompt and innovative communication process, these agencies can effectively communicate with their so that the selection can be started at the proper time when the hospitality organizations need fresh candidates for different positions. Moreover, by providing deserved and suitable candidates, these agencies can increase the reliability of the hospitality recruiters on them.
Offering reasonable opportunities to the candidates
These agencies need to offer the candidates reasonable salary amount with other profitable information so that the candidates can rely their trust upon their given offers. In order to make their offers authentic, they can also insert the links of the hospitality organizations for which they aim to recruit deserved candidates. These agencies must offer the applicants such offers which they will definitely get at the proposed organizations which will help to increase the reputation along with the authentic approach of these agencies insoas employment is concerned.
Ethical regulations
This study keeps the identity of the respondents’ secret so that they can express their demands and expectations from the hospitality organizations without any hesitation. Moreover, the information, collected from the recruitment agencies will not be disclosed and will strictly de used only for the sake of this current study. These data will be protected under the Data Protection Act 1998.
Limitations of this study
This study will not include a huge number of respondents which can be regarded as a negative point because for this reason it will fail to include a diverse level of opinion, idea, and expectation. On the other hand, this study will regard a small demographic area which indicates to a limited number of respondents. This study will not include sufficient theory that can decrease its quality level.
Future scope
This study will have various scope of future improvement as it can increase its target area which can include a large number of respondents in the survey questionnaire. On the other hand, by including more relevant theories on the topic, this study will have the opportunity to improve its quality. In addition, by providing adequate basic information, this study can help the junior researchers who will want to proceed with this same topic.
Reference
Abomeh, O.S., 2013. Assessment of Recruitment Practice on Organisation Performance: Empirical Study of Hospitality Businesses in Abuja. European Scientific Journal, 9(29)
AlBattat, A.R.S. and Som, A.P.M., 2013. Employee dissatisfaction and turnover crises in the Malaysian hospitality industry. International Journal of Business and Management, 8(5), pp.62-71
Ali, A., 2013. Significance of human resource management in organizations: linking global practices with local perspective
Boone, J., Veller, T., Nikolaeva, K., Keith, M., Kefgen, K. and Houran, J., 2013. Rethinking a glass ceiling in the hospitality industry. Cornell Hospitality Quarterly, 54(3), pp.230-239
Chitsaz-Isfahani, A. and Boustani, H.R., 2014. Effects of talent management on employees retention: The mediate effect of organizational trust. International Journal of Academic Research in Economics and Management Sciences, 3(5), p.114
ERGÜN, E. and GAVCAR, E., 2013. RECRUITMENT AND SELECTION PROCESS OF HUMAN RESOURCES: A SAMPLE OF TRAVEL AGENCIES OPERATING IN FETH?YE
Faldetta, G., Fasone, V. and Provenzano, C., 2013. PAS S. PASOS. Revista de Turismo y Patrimonio Cultural, 11(4), pp.583-595
Gill, J. and Johnson, P. 2010 Research Methods for Managers. SAGE, London
Gutierrez, I., Alcaraz, J.M., Susaeta, L., Suárez, E. and Pin, J.R., 2015. Managing Sustainability for Competitive Advantage: Evidence From the Hospitality Industry
Hamade, S, 2013, Perception and use of social networking sites among university students, Library Review, Vol. 63, No. 7, pp. 388-397
Huda, K., Haque, A. and Khan, R., 2014. Effective Recruitment Challenges Faced by the Hospitality Industry in Bangladesh: A Study on Selected Star Rated Residential Hotels. Economia. Seria Management, 17(2), pp.210-222
Hursh, N, (2013), Acustom business plan, Saskbusiness, vol. 31, no 8, p.p 32
Iyfnet.org, (2015), Creating Opportunities for Youth in Hospitality, Available from: https://www.iyfnet.org/sites/default/files/Creating-Opportunities-for-Youth-in-Hospitality.pdf [Accessed on 14 Feb, 2017]
Konrad, E, 2013, Cultural Entrepreneurship: The Impact of Social Networking on Success, Creativity and innovation management, Vol. 22, No. 3, pp. 307-319
Ladkin, A., and Buhalis, D. 2016. Online and social media recruitment: hospitality employer and prospective employee considerations. International Journal of Contemporary Hospitality Management, 28(2), 327-345
Nestoroska, I. and Petrovska, I., 2014, January. Staff training in hospitality sector as benefit for improved service quality. In Faculty of Tourism and Hospitality Management in Opatija. Biennial International Congress. Tourism & Hospitality Industry (p. 437). University of Rijeka, Faculty of Tourism & Hospitality Management
Olsen, W. 2011. Data Collection: Key Debates and Methods in social Research. SAGE
Peters, R.W., 2016. Participation Denied: The Professional Boundaries of Monitoring and Evaluation in International Development. Human Organization, 75(4), pp.315-325.
Schoffstall, D.G., 2013. The benefits and challenges hospitality management students experience by working in conjunction with completing their studies
Zinyemba, A.Z., 2013. The Challenges of Recruitment and Selection of Employees in Zimbabwean Companies. International Journal of Science and Research (IJSR)(0nline), pp.2310-7064
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