Professional Documents
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WORKERS
SHOULD
RECEIVE
EQUAL
ACCESS
TO
H.R.
findings, Storey (1987) also observed a very first and highly stable efforts to
differentiate the dissimilarity moves of hospitality and tourism sector towards the
human resource practices. Such moves are confined by the soft human resource
development and hard human resource development. The hard and soft human
resource development practices indicates the differentiating behaviour associated
to the human resource practices in the organization and as a result it varies by the
different level of employees. It is continuously debatable that whether the
organizations in the hospitality and tourism sector requires best fit or best practice.
Under the soft version of human resource development, the organizations are
supposed to take case of its resources cherish. Consequently the care of employees
as person and their related needs are the considered at top priority. In contrast the
hard version of human resource development delivers constant tensions to catalyse
the quantitative business strategy of managing the resources (tutor2u.net).
In order to deliver excellent job satisfaction to the employees, it is required
by the HR department to evaluate the workforce and implement the correct HR
strategy so that all the resources have equal rights to access the HR policies and
practices. Few points are listed below which needs to be considered while preparing
appropriate HR policies and ensure equal access to the employees:
Offering low salary unless skill shortage in the market for example chefs
Imbalance of work life such as long shift hours and work time not suitable for
the family
Significant employee attrition
Gender discrimination, sexual assault, sexual abuse of female staff, is the
edge to their working while preparing the HR policies and practices. It is extremely
important for every organization to defend such human rights for their employees.
Nowadays tourism and hospitality sector appoints people from the same
geographical location and hence the local people are offered with low salaries to
meet their seasonal demand. These seasonal workers are highly sought during the
peak season and get decent pay as compared to off season employment. In such a
way these seasonal workers are disregarded by the hotels internal staff in terms of
engagement and salaries. All these workers should be treated equally as like other
working permanent staff and should offered equal access to HR policies. In order to
keep a hold on these workers, the hotel can send these workers for training and
development program during the off season and develop the resources during the
peak season (Claudio, 1992).
Another major issue in the industry is work shift timings. According to the
guidelines and issued by the hotel employee regulation of 1972 to 2002, there is a
definite system set associated to period of work as listed below:
hour of work
Female employees are allowed maternity salaried leave from their hotel
3. Conclusion:
Hospitality and tourism industry needs to have an efficient approach to design the
HR practices and policies and implement them in the interest of employees and
workers. Summarizing all the arguments, it can be concluded that tourism and
hospitality industry is considered to be a low wage provider, low status low respect
and prejudiced job. It requires greater attention to the sector to develop policies
which makes the employees happy in terms of their job satisfaction, respect and
status without compromising on the king-servant bond. Essentially this is a tough
job for human resource managers although it requires unbiased to way to develop
and implement such policies. It has been precisely stated that every happy worker
of any organization leads to high profitability, good reputation and satisfied
customer which in turns deliver market success to that particular company. In order
to achieve the eventual business goal, it required to have equal access to all
employees to human resources policies and practices.
References:
Babu. P. G. And
World Travel and Tourism Council (WTTC) (2006) Travel and Tourism
Climbing New Heights: The 2006 Travel and Tourism Economic Research, at
http://www.wttc.org/2006TSA/pdf/Executive%20Summary%202006.pdf
(accessed 1 July 2006).
Department
of
labour
relations
(2012)
(online)
[assessed
at
URL<http://www.mlsi.gov.cy/mlsi/dlr/dlr.nsf/dmlworkingcon_en/dmlworkingc
on_en?OpenDocument> [viewed on 1st march 2012]
Tutor2u.net (2012)
Nikson. D., (2007) Human resource management for the hospitality and
tourism industry, Chapter1 : Human resource management and the
tourism and hospitality industry: An introduction (online),
accessed at