Human resource management and the tourism and hospitality industry: An introduction

It considers the nature of the tourism and hospitality industry and some of the approaches to managing people adopted by organizations and how these approaches can vary. To recognize the importance of tourism and hospitality as an employment sector. To outline the diverse range of sub-sectors and occupations within the broad heading of tourism and hospitality. To consider the nature of the workforce. To review the range of models/theories concerned with human resource management (HRM) and how these might be applied to the tourism and hospitality sector.

International human resource management

As tourism and hospitality organizations increasingly internationalize they face a number of challenges in managing their human resources. To consider the nature of international human resource management (IHRM). To outline and discuss different strategic dispositions to internationalization. To appreciate the importance of a multinational companys (MNCs) country-of-origin and the effects of host countries on HRM policy and practice. To assess challenges facing MNCs operating in the tourism and hospitality industry in attempting to transfer HRM practices across national boundaries.

Organizational culture
The increasing importance of organizational culture to tourism and hospitality organizations. To assess debates about the manageability of culture. To consider the various aspects of organizational culture. To recognize the role of organizational culture in a broader HRM strategy.

Labour markets
Considers the nature of labour markets in the tourism and hospitality industry. To appreciate the different levels of analysis in understanding labour markets. To understand the particular sectoral characteristics that determine the tourism and hospitality labour market. To consider debates about the use of flexible labour strategies within tourism and hospitality organizations.

Recruitment and selection

Addresses recruitment and selection in the tourism and hospitality industry. To understand the differences between, yet complementary nature of, recruitment and selection. To appreciate the importance of job descriptions and person specifications/competency profiles in recruitment and selection. To recognize the type of people and skills that tourism and hospitality organizations are seeking. To consider the range of selection techniques available to tourism and hospitality organizations.

Equal opportunities and managing diversity

Reviews the nature of equal opportunities and managing diversity in the tourism and hospitality industry. Appreciate the differing aspects which drive approaches to equality and diversity. Consider the employment experience of socially defined minority groups. Discuss the role of legislation in attempting to create greater equality. Recognize the importance of managing diversity as a more business-oriented approach to equality.

Training and development

Considers the key role of training and development in tourism and hospitality organizations. Distinguish the different levels of analysis to understand approaches to training and development. Appreciate the importance of government-level policy in establishing the context in which tourism and hospitality organizations develop their training policies. Recognize debates surrounding terms such as education, training and development. Consider the range of training methods available to tourism and hospitality organizations.

Performance management and performance appraisal

Discusses performance management and performance appraisal.
To appreciate the difference between performance management and performance appraisal. To consider challenges facing tourism and hospitality managers in operationalizing performance appraisal schemes. To explore the differences between evaluative and developmental aspects of performance appraisal. To recognize the range of skills required by tourism and hospitality managers to successfully conduct

Reward strategies in the tourism and hospitality industry

Considers reward strategies in the tourism and hospitality industry.

Review differing employer and employee objectives with regard to pay. Consider debates about minimum and maximum wages and comparability of pay across tourism and hospitality sub-sectors and occupations. Recognize the importance of tipping as part of the reward package in tourism and hospitality. Discuss the variety of additional non-monetary rewards available to tourism and hospitality employers.

Employee relations, involvement and participation

Considers the notions of employee relations, employee involvement and employee participation to review the extent to which employees may influence managerial decision-making. Recognize debates about employee/industrial relations. Assess the differing ways in which conflict may be conceptualized and resolved in the tourism and hospitality workplace. Consider the role, or lack of it, for trade unions in the tourism and hospitality industry. Appreciate how employee involvement and employee participation mechanisms can be used by tourism and hospitality organizations.

Welfare, health and safety

Considers the range of issues concerned with the development of welfare policies in tourism and hospitality. Recognizing the ethical, legal and business aspects of welfare.

Appreciate the differing rationales for developing welfare policy. Consider the balance between the public and private life of organizational members. Recognize the increasing business emphasis in the development of welfare policies. Assess the extent to which welfare issues are particularl resonant within the tourism and hospitality

Grievance and disciplinary procedures

Examines the importance of rules and regulations in the employment relationship, focusing on grievance and disciplinary procedures.

Consider the complementary nature of grievance and disciplinary procedures. Identify sources of employee grievances. Assess the differing severity of organizational responses to breaches of discipline. Recognize the need for fairness in dismissing employees.

Conclusion