Discuss about the Human Resource Management in Hospitality and Tourism.
Globalization has been altering the environment of business rapidly and drastically through the rise of multinational organizations and fall of the borders of the countries. As per Ali, the global competition has increased due to these alterations in the global business environment as flow of international labour has increased along with the emergence of new markets. Along with the standardization of business language, regulations and processes liberalization is expected to continue in the near future (Ali, 2016). The combination of technological advancements with the increasing rapidity will continue shifting the competitive advantage basis towards innovative and creative practices. It would be challenging for an organization to sustain and achieve the effectiveness without the participation of activities and programs of Human Resource Management.
Both the individuals and organizations are facing increasing changing rates with an intense global environment of competitive markets leading to new challenges. According to Amin, et al, strategic Human Resource Management is associated with the Human resource management and strategic management (Amin, et al., 2014). Strategic human resource management is oriented in creating decisions regarding the important works of the employees regarding the business strategies. Strategic human resource management, in general, denotes to the hopes of an organization in achieving objectives through its employees.
As per Budhwar & Debrah, strategic Human Resource Management is deployed for the long term challenges and issues of the people in the business of the organization. It is the performance of the strategic human resource management of an organization can bring changes in the entire management of an organization. It is important to investigate the challenges that an organization can face in future within a global economy (Budhwar & Debrah, 2013).
Having the desire to join SKYCITY Darwin in the banquet service in the food and beverage department, the analysis of the organization had to be done in order to obtain clarity for an effective experience of work.
SKYCITY Darwin has been holding good name and reputation among the exotic hotels and resorts that provide ultimate experience of being entertainment destinations in the Northern Territory. It has around 700 machines for electronic gaming along with having over 30 table games which would give the customers unique and exciting experience. SKYCITY Darwin also has 7 bars and 5 restaurants. The only five star resorts facing the beach with approximately 154 luxurious rooms, a Day Spa, VIP Super Villas having Gaming Suites and infinity of conference spaces and unique functions. The bustling casino of SKYCITY that is situated on 30 acres of tropical gardens alongside the Arafura Sea has wonderful dining and accommodation options, event and conference facilities.
According to Schuler & E. Jackson, the rapidly changing business landscapes in the hotel and hospitality business denote that there are many challenges in the human resource management that will have a continuous evolution in future (Schuler & E. Jackson, 2014). The human resources management team really needs to develop business value to the organizations, in this context business values are needed to be added to the hotels. Irrespective of the restrictions of the market conditions, the hotels and hospitality industry are recognizing the need to initiate steps for retaining their workforce (Sparrow, Brewster & Chung, 2016).
This could be achieved by increasing the focus on the investment in the areas which will lead to optimization of expenditure like improved schemes for attracting candidates or systems of integrated technology, training and engagement programs. This way it can be said that the human resource management of the organizations is looking forward to growth is preparing to optimize the staff and resources (Sharma & Khandekar, 2014).
Future challenges that SKYCITY Darwin would face can vary according to the changes in the market. The issues or challenges that are most probable to occur are discussed in details further in the assignment.
Changes in the social and cultural expectations of the workforce of the organization:
The changes in the social and cultural expectations of the workforce at SKYCITY Darwin could be reflected through the social background, basics in the urban setting, exposure to a wider democratic culture of the country, and education. These all bring changes in the attitudes, an orientation of values and expectations that have bearing on the management of human resource (Dirani, et al., 2015).
Moreover, increasing emphasis on the issue of management of diversity in SKYCITY Darwin is increasing day by day. This is due to the fact that there is an increase in the number of employees, who are young in the workforce, increase the number of female individuals joining the SKYCITY Darwin, increase in the number of employees belonging to the ethnic minorities in the entire workforce, international expatriates and careers, increase in the workforce mobility are going to become pressing issues that SKYCITY Darwin could face in the future (González-Loureiro, Dabic & Puig, 2014).
There is an increasing need for international experience as a necessity for the progression of career to most of the high managerial positions in SKYCITY Darwin. The management of human resource at SKYCITY Darwin have to make its approaches dynamic as they are cannot hold befitting for every situation in future.
Flexibility issues in the workplace are expected to arise in SKYCITY Darwin as more employees who work here are mostly students who work on a part-time basis. These employees will be resigning or leaving the organization in near future when they get better opportunities for work or higher education. As per Hoque, flexibility issues may also arise as there will be an emphasis on the results and performance of the employees against the number of working hours (Hoque, 2013).
These employees may tend to have regular absenteeism which would create further issues in the functions of SKYCITY Darwin. Moreover, excessive workload, skepticism of the manager, demands of the customers, fear of negative consequences in the career is some issues that will affect the flexibility in the workplace. These issues may prevent employees of SKYCITY Darwin from taking advantages of the policies of the organization. In certain cases, the employees may not make appropriate use of the flexibility due to their unawareness of the options available to them (Katou, 2015).
Most of the cases the employees, in spite of having the flexibility policies in their joining letter books, the employees are discouraged implicitly from referring them in apprehension about the risk of termination, fear of risking promotion of denial, disdain from the co-workers resenting for working for extra hours or job (Kramar, 2014). The management of SKYCITY Darwin may also get concerns regarding the abuse of policies of the organization, productivity loss, equal treatment for all the employees, challenges in the supervision of the work of the employees in a flexible manner, etc. According to Riley, the most significant challenge for the implementation of the of workplace flexibility are the concerns regarding abuse of policies, employee resentment, equal treatment towards all the employees. These factors lead to the necessity to adopt flexible benefits (Riley, 2014).
As per Loshali & Krishnan, strategic human resource management is a process that includes the utilization of the overall approaches to the advancement of strategies for human resources that are in alignment with the strategy of the business (Loshali & Krishnan, 2013). These strategies give away the definition of the planning and intentions associated with the considerations of SKYCITY Darwin as a whole like organizational effectiveness, development and learning, reward resourcing, and employee retention. The strategic human resource management concentrates on the actions that distinguish SKYCITY Darwin from its competitors. The strategic human resource management has seven different meanings:
The future challenges that are assumed to be confronted by SKYCITY Darwin can be analyzed through the models of strategic human resource management. The issues and challenges regarding the social and cultural expectation and flexibility in the workplace can be assessed to be actual problems through these factors of strategic human resource management.
Corporate strategy: This strategy being formulated at the managerial level and the external and internal environmental forces of SKYCITY Darwin.
Internal environment: The internal environment forces have a significant role in the formation of the business strategy and the corporate strategy of SKYCITY Darwin. Thus, the issues and challenges that could arise in future can be assessed and analyzed.
The business and corporate strategies of SKYCITY Darwin are also affected by the external forces. The competition from the other competitors in the market and the regulations by the government play a pivotal role in the challenges that are possible to arise in the future in SKYCITY Darwin (Marler & Fisher, 2013).
Business strategy: After the formation of corporate strategy through the strategic human resource management, strategy for business is being done. SKYCITY Darwin formulates its units of business for its overall organizational objectives.
Human resource strategy: The prime function of the strategic human resource management is directed towards the formulation of a well planned human resource strategy that includes the planning for the human resource and approaches to the designing of a job. This aspect of strategic human resource management facilitates in analyzing the workforce employed in SKYCITY Darwin and identifies the actualization of the issues.
Employee separation: This is an aspect dealing with the strategic issues of the separation of the employees who leave SKYCITY Darwin smoothly, without any alterations in the operations or the professional relationships in it (Martin-Rios, 2014). Through this factor, the separation of the employees who are working on part-time basis and employees who are unable to adapt the work environment of SKYCITY Darwin can be analyzed in practical ways.
Laws regulating the employees: The regulating authority that imposes restrictions on the promotion, pay of scale or recruitment in SKYCITY Darwin which results in implications in the business play a very important role in assessing the challenges regarding the workplace flexibility at SKYCITY Darwin. Thus, the policies of the flexibility of workplace can be abused neither by the employees or the management of the organization due to the laws that regulate the employees.
HR information system: In order to have an effective human resource system at SKYCITY it is imperative to have relevant information. The decision makers ate KYCOITY Darwin may take charge of the strategy of human resource and performance of HR functions.
Staffing: The acquisition of human resource for the potential vacancies of SKYCITY Darwin denote to the staffing. The efficient and skilled employees should be recruited through an effective program of staffing so that there would be reduced challenges regarding the social and cultural expectations at SKYCITY Darwin.
Training: Training is the next step after staffing in the strategic human resource management of SKYCITY Darwin. The management of the organization must increase the skills, efficiencies, knowledge, alterations in the employees for the achievement of organizational goals if SKYCITY Darwin (Mura & Horvath, 2015). When the employees have proper training and orientation, they understand the value of cooperation and coordination among the other employees in the business operation. Thus, the chances of having social and cultural issues among the employees get reduced.
Performance management: In order to get effective systems of management for the performance of the employees and organization as a whole, it is essential to assess both individual and organizational needs of SKYCITY Darwin and make further planning for the future. Thus, regular performance management of the employees and the organization as a whole should be done so as to identify the possibilities of future challenges in SKYCITY Darwin.
Compensation: Having a well-accepted plan for compensation is a vital task for SKYCITY Darwin. The plan needs to be accepted by the employees of SKYCITY Darwin which would give them clear concepts and insights regarding the workplace flexibility. This way the challenges and issues that have the possibility to arise in the flexibility of the workplace of SKYCITY Darwin would get minimized (Nickson, 2013).
Labour relations: It is very important for SKYCITY Darwin to have a good climate of industry for the smooth execution of the business. The labour management has to be harmonious so as to minimize and mitigate the issues and challenges among the employees regarding the social and cultural aspects in the workplace in the future (Razimi, Noor & Daud, 2014).
Conclusion:
A workplace that is diverse is a clear reflection of a changing marketplace and the world. Working in a diversified team encourages real value both to the individuals and to the organizations. Identifying and analyzing the issues and challenge sin the workplace are necessary for the future growth of any organizations. Thus, the organizations should have proper planning, strategies, and efficiencies in reducing the possibilities of the challenges that can hamper the business of an organization.
References
Ali, M., 2016. Impact of gender-focused human resource management on performance: The mediating effects of gender diversity. Australian Journal of Management, 41(2), pp.376-397.
Amin, M., Khairuzzaman Wan Ismail, W., Zaleha Abdul Rasid, S. and Daverson Andrew Selemani, R., 2014. The impact of human resource management practices on performance: Evidence from a Public University. The TQM Journal, 26(2), pp.125-142.
Budhwar, P.S. and Debrah, Y.A. eds., 2013. Human resource management in developing countries. Routledge. Budhwar, P.S. and Debrah, Y.A. eds., 2013. Human resource management in developing countries. Routledge.
Dirani, K.M., Ardichvili, A., Cseh, M. and Zavyalova, E., 2015. 16. Human resource management in Russia, Central and Eastern Europe. Handbook of Human Resource Management in Emerging Markets, p.357.
González-Loureiro, M., Dabic, M. and Puig, F., 2014. Global organizations and supply chain: new research avenues in the international human resource management. International Journal of Physical Distribution & Logistics Management, 44(8/9), pp.689-712.
Hoque, K., 2013. Human resource management in the hotel industry: Strategy, innovation and performance. Routledge.
Katou, A.A., 2015. Human resource management and performance in the hospitality industry: Methodological issues. In International Tourism and Hospitality in the Digital Age (pp. 1-20). IGI Global.
Kramar, R., 2014. Beyond strategic human resource management: is sustainable human resource management the next approach?. The International Journal of Human Resource Management, 25(8), pp.1069-1089.
Loshali, S. and Krishnan, V.R., 2013. Strategic human resource management and firm performance: Mediating role of transformational leadership. Journal of Strategic Human Resource Management, 2(1), p.9.
Marler, J.H. and Fisher, S.L., 2013. An evidence-based review of e-HRM and strategic human resource management. Human Resource Management Review, 23(1), pp.18-36.
Martin-Rios, C., 2014. Why do firms seek to share human resource management knowledge? The importance of inter-firm networks. Journal of Business Research, 67(2), pp.190-199.
Mura, L. and Horvath, P., 2015. Some aspects of human resource management. In International multidisciplinary scientific conference on social sciences and arts SGEM (pp. 863-870).
Nickson, D., 2013. Human resource management for hospitality, tourism and events. Routledge.
Razimi, M.S.B.A., Noor, M.M. and Daud, N.M., 2014. The concept of dimension in human resource management from Islamic management perspective. Middle East Journal of Scientific Research, 20(9), pp.1175-1182.
Riley, M., 2014. Human resource management in the hospitality and tourism industry. Routledge.
Schuler, R. and E. Jackson, S., 2014. Human resource management and organizational effectiveness: yesterday and today. Journal of Organizational Effectiveness: People and Performance, 1(1), pp.35-55.
Sharma, A. and Khandekar, A., 2014. Strategic human resource management: an Indian perspective. Lulu Press, Inc.
Sparrow, P., Brewster, C. and Chung, C., 2016. Globalizing human resource management. Routledge.
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